Integrated Corporate Performance Report. February Page 1 of 9

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1 Integrated Corporate Performance Report February Page of 9

2 Integrated Corporate Performance Report... Introduction The Integrated Corporate Performance Report (ICPR) includes: An Executive Summary - highlights the key areas of note and interest to the Trust Board. This summary includes details of any areas of significant exception where the Trust is either off plan or below target, together with the key actions that are being taken to address under-performance; A RAG rating Dashboard - summarises the RAG ratings of the key metrics monitored by the Trust. In order to promote consistency these are ordered according to the key headings contained within the A&E (999) Operating Plan for /; An Information Pack the comprehensive data set includes graphs and tables covering the full list of KPIs and metrics monitored by the Trust Ambulance Response Programme (ARP) New standards, indicators and measures have been introduced through the ARP for publication in the NHSE Ambulance Quality Indicators. All ambulance trusts in England were required to commence reporting against the new standards by November. Compliance against the new standards is expected from September. Until then the standards proposed are to be used for monitoring purposes only to enable ambulance trusts to update their operating models to deliver the new performance standards. SWASFT implemented the new response time reporting standards required for ARP v. with effect from November. This report therefore includes data in relation to the old metrics up to and including November and reporting on the new metrics with effect from November. Further details on the new performance standards can be found in the Information Pack included with this report. A&E (999) Performance A&E Incident Numbers Following the unprecedented high levels of A&E incident numbers in December, the activity levels in January and February were closer to expected levels. Incident numbers in February were.% higher than those reported in February but were.% lower than the contracted volumes for February. Year to date (April to February ) the Trust is.9% below contracted volumes (up.99% on the equivalent period in the last financial year). Weekly incident numbers during February were around, to, incidents per week (compared to over 9, incidents per week at peak demand in December ). It should be noted that whilst lower than the activity in December, the weekly incident numbers are still significantly higher than the numbers seen in Quarter and Quarter of / when weekly activity was consistently below, incidents per week. Page of 9

3 .. At the end of February, leading into the start of March the adverse weather conditions including significant snowfall increased the activity levels in the week commencing February to,9 incidents per week. This additional activity continued into the following week (commencing March ) when activity volumes increased to 9, incidents, including consecutive days ( to March ) with activity of around, incidents per day..... In February activity volumes were.% above the volumes reported in February, the level of variance across the CCG areas continues, with activity in Somerset CCG increased by.% and Swindon CCG.9% higher. All CCG areas reported activity higher than last year, with the lowest growth in Bath & North East Somerset CCG of.%. ARP Response Times The summary of performance against the new monitoring standards for December to February is included within the table below. Page of 9

4 Category Mean Response Time (Mins) Category 9 th Centile Response Time (Mins) Category Mean Response Time (Mins) Category 9 th Centile Response Time (Mins) Category 9 th Centile Response Time (Mins) Category (999) 9 th Centile Response Time (Mins) National Standard December January February minutes mins secs 9 mins secs 9 mins secs minutes mins secs mins secs mins secs minutes mins secs 9 mins secs mins secs minutes hr mins secs hr mins secs hr mins secs hours hrs mins secs hrs 9 mins secs hrs mins secs hours hrs mins secs hrs mins secs hrs mins secs.... Mean Category incident response times across the Trust show expected variation in the month of February, with the longest mean response time in Kernow CCG ( mins secs), NEW Devon CCG and Wiltshire CCG (both mins secs) compared to the shortest time of mins secs in Bristol CCG and mins secs in Swindon CCG. The graph below shows the Trust Category Mean Response time by day throughout the period February to March, the level of variance across is relatively small, but can be seen more prominently during the adverse weather conditions at the beginning of March ( and March ) when mean response times extended over minutes in length. It is important to note that the Category incidents represent around.% of all incidents received by the Trust (equating to around to incidents per day)... The ARP performance figures for ambulance trusts in England are included within the Information Pack for reference for the month of February. The Trust is currently in the lower quartile for Category Mean response times and whilst some of this national variance will be due to the extremely rural nature of the South West geography, the Trust has made contact with other ambulance trusts to identify any best practices which may assist in reducing the mean response times closer to the minute response time target. Page of 9

5 To deliver performance improvements and where possible reduce the Trust response times to all categories of incident the Trust has undertaken a three phase approach: Phase One - Trust wide rota review to align rotas and fleet ratios to meet the new (increased) demand profiles and tackle inefficiencies. To ensure the right number of staff on duty at the right time in the right place. Phase Two Quality Performance Improvement Plans to improve patient safety and performance by maximising resource availability. To provide additional capacity to focus on a small number of high impact actions across the Trust. Phase Three Performance Improvement Plan to address the performance gaps (after Phase and ) as per ORH analysis started in February and ongoing. Phase One - Rota Review The new rotas improve the alignment of available resources to demand and are expected to deliver an improvement in performance across all call categories. The North Division introduced their new rotas on April and the revised rotas for the East and West Divisions went live on July. The benefit of the rota changes (introduced in Q and Q of /) on performance will only be fully realised when recruitment matches required establishment levels within each of the operational areas filling current vacancies within the rota patterns. Therefore recruitment to the funded establishment levels within each Division is seen as a key area of focus for the Trust. Details on the Trust forecast establishment position are included within the Information Pack accompanying this report. Phase Two - Quality Performance Improvement Plan (QPIP) The Trust has developed an internal Quality Performance Improvement Plan (QPIP). The aim of the QPIP is to improve patient safety and performance by maximising resource availability. Page of 9

6 The QPIP contains a number of high impact actions to deliver efficiencies and increase productivity of Operational and Hub resources. These actions are being managed by a designated QPIP Lead within the organisation with a view to delivering performance improvements. QPIP Phase commenced in September and identified a number of key areas of performance was completed in December. A second phase, QPIP, has now been developed and will focus on further areas of performance and productivity improvements. QPIP is currently scheduled to run through to the end of June. QPIP the Trust has identified a group of actions to deliver improvements in patient safety and performance by maximising resource availability: Reduction in inappropriate Shift Overruns; Deliver and launch the Time to Care campaign; Review of the Trust Rest Break SOP; Production of a performance handbook for Operational Managers to include both operational and clinical performance; Identification of the key reasons for Late Shift Booking On and develop actions to reduce these occurrences where appropriate; Review of key reasons for extended On Scene times and develop actions to remove barriers to leaving scene and/or support staff in making decisions at scene; Reduction in inappropriate time lost to extended wrap up time at hospital following the handover of patients; Identification of best practices in relation to sickness management and rollout across the Trust. Shift Overruns Shift Overruns - a trial with the aim of reducing shift overruns for operational resources commenced on 9 February for a period of four weeks in the North Division. This trial provides additional protection of resources from certain types of allocation during the last minutes of their shift. The impact of the initial stages of this trial have been difficult to assess as it coincided with the period of adverse weather and heightened activity levels, however no adverse impact has been noted. Daily and weekly monitoring metric have been established and will continue to be monitored for the duration of the trial which finishes on 9 March. After this date a full evaluation report will be presented to Directors. Time to Care At its core, Time to Care is about working together to improve staff wellbeing and job satisfaction. Our organisation has some basic, but vital building blocks: Staff more than, staff across, square miles Patients we manage nearly million incidents a year Money everything we do has to provide affordable quality Page of 9

7 The demands faced by our staff on a daily basis are significant and growing. It is vital we improve the working environment in a way that sustains the delivery of safe and high quality services that provide benefits for staff, patients and the Trust. Time to Care was launched to managers at the Trust Strategic Away Day held on February and to operational staff on February. Seven staff focus groups have been held recruiting staff champions to galvanise staff in developing solutions. From the launch events and staff focus groups over pieces of feedback have been received. Some items are specific to local areas, but the majority of the challenges identified are experienced across the Trust. A number of key themes are present and the feedback provides a wealth of solutions. Most are within the control of the Trust and achievable although some will prove more challenging to deliver than others and may require an invest to save approach. Any issues which have a high impact on staff wellbeing and job satisfaction will also impact on operational service delivery. It is vital that Time to Care continues to develop momentum, with managers taking responsibility and ownership of actions. The approach must focus on developing and building relationships between staff and departments through positive engagement. The intention is for Time to Care to become embedded within the Trust as a sustained approach to staff engagement and continuous improvement. Phase Three - Performance Improvement Plan (PIP) The PIP commenced in February and has a number of key areas of focus to help deliver further performance improvements and close the performance gaps identified by ORH including: Reduction in extended response times; Improvements in Call Answering performance; Appropriate improvements in the proportion of incidents resolved through the Hear & Treat outcome (ie telephone advice/referral); Recruitment of Hub Clinicians to fill current vacancies; Reduce the impact of inappropriate activity transferred from NHS to the ambulance service; Improve consistency of frontline resourcing levels in line with operational plans; Deliver improvements in operational call cycles where appropriate. NHS Performance NHS Call Answering performance during February was below the national target level of 9%, but 9.% of calls were answered within seconds in Dorset. This is the second consecutive month where the service has reported performance above 9%. Call abandonment rates are now consistently below (better than) the target level of % and were.% in February. Page of 9

8 .. Whilst performance remains below the target levels, call answering performance has improved significantly and throughout January and February were consistently above the national average performance levels as represented in the graph below GP Out of Hours Service Performance (GP OOH) The Quality Requirements relating to Urgent Treatment Centre appointments and Urgent Home Visits remain the greatest challenge for the Dorset GP OOH service. The Trust has not been able to deliver these standards consistently although the patient numbers outside of the target are small. In February the Dorset GP OOH service was partially compliant against the Urgent Treatment Centre Appointments standard (9.% compared to the target of 9%). The Trust missed the hour target on of the cases, of which the majority are missed during the busier weekend periods. For Less Urgent Treatment Centre appointments the Trust was compliant with 9.% of appointments completed within the hour target (.% better than the 9% target). The Trust was also partially compliant for Urgent Home Visits in February with 99 of the visits completed within the hour urgent target (9.% compared to the target of 9%). Whilst it is acknowledged that home visits are more difficult to target in view of the large geographical spread of a relatively low number of urgent incidents (average of missed visits per week in February ), operational managers are reviewing the appropriateness of the current profile of mobile resources. For Less Urgent Visits in February the Trust achieved 9.9% of visits within hours and was therefore compliant against the 9% performance target. Urgent Care Centre (Tiverton) Performance The primary performance measure within this contract is the hour waiting time standard. In February,, of, patients were seen within hours giving performance of Page of 9

9 99.% against the 9% performance target. Performance above target levels has been delivered consistently since contract inception along with a local standard to triage patients within minutes. In February, 9.% of patients were triaged in minutes against a target of 9% Finance and Use of Resources NHSI introduced the Single Oversight Framework from October and the Trust is assessed against the Use of Resource Metric which replaced the Financial Sustainability Risk Rating. Under the Use of Resource Metric the best score is and the worse score is. As the Trust has not accepted its control total for / the highest score the Trust can achieve is a. The Trust delivered a Use of Resource Metric of at the end of February. The score of is based on the Trust delivering against the control total derived by NHS Improvement from the Trust financial plan. The financial information is based on the eleventh month of the financial year and includes the actual and year end forecast position for the Trust against the / Financial Plan: The Trust delivered a k surplus at the end of February ; The Trust delivered the derived NHS Improvement measure of k surplus in line with plan; The Trust has received additional income than plan which has been matched by expenditure so the Trust has not maintained the I&E margin compared to plan which is a score of against this metric; The position includes an under spend on basic pay relating to vacancies which has been offset by the use of overtime, agency and third parties; The annual Cost Improvement target for / is,k and the Trust is forecasting delivery; The Capital Plan for / is,k. The month eleven position shows an actual position of 9,k compared to a plan of,9k (%). This variance relates to slippage in the delivery of vehicles, estates projects and ICT plans; The Trust cash position at the end of February is,k compared to the plan of,k This variance relates to timing differences of expenditure payments; The debtors over 9 days past due has decreased from.% to.9%. The outstanding balance over 9 days has increased from k to 9k but the Trust the overall value of debtor has increased to,9k due to the timing of quarter end invoices; The Trust has been set an annual agency spend cap of 9,9k by NHS Improvement. The Trust year to date agency spend is,k. Page 9 of 9

10 Appendix A: ICPR Dashboard February Clinical Quality & Patient Care Our People Operational Resources Productivity Performance Finance & Use of Resources Activity 999 Establishment Levels Lead Clinicians are currently Revised Operational Rotas The KPI Scorecard for Operational forecast to be. WTE below were successfully implemented Managers was launched at the end of the funded establishment level of in the North Division on April May and was rolled out to the,.9 WTE at the end of. East and West Division Hear & Treat Rates are above Heads of Operations in June. A&E incidents were.% March, improving to. rotas were implemented on (better than) local threshold Tiverton Urgent Care Centre below contract in February WTE vacancies at March 9. July in line with the A&E levels. continues to report performance, but were.% higher AQI ROSC following Cardiac Support Clinicians are forecast Operating Plan. Further improvements rely on better than 9% for the hour A&E The financial year-end than the number of incidents Arrest is above (better than) to be 9.9 WTE below 999 Sickness levels are increasing the number of standard and minute triage forecast at February recorded in February. the local threshold (all patients establishment levels at the end of showing an improvement Clinicians in the Hubs through metrics. remains in line with Trust financial plans. A&E incident volumes for and the Utstein Comparator March. Based on the compared to last year. Sickness recruitment. Performance against NHS the YTD remain.9% below Group). planned recruitment and levels in February have ARP response protocols have clinical KPIs have been improving. CIP plans remain on target at contract (.99% higher than associated training courses for reduced, following the seasonal the end of February. reduced the average number of NHS Call Abandonment rates the equivalent period last /9 this position improves to increase seen in January, resources arriving at scene per were lower (better) than the % target year April to February. WTE over establishment to.%. incident. Out of Hours Service performance in ). levels at the end of March 9. Sickness within NHS and Dorset for Less Urgent Treatment Staff Appraisals are now above the A&E Clinical Hubs remain Centre Appointments and Home target levels at 9.% at the end priorities to address. Visits was complaint in February. of February. Right Care: Non-Conveyance to ED is below / outturn levels however the Trust continues to report the highest (best) non conveyance rates amongst ambulance trusts in England. AQI STEMI PPCI patients receiving angioplasty within minutes is below (worse than) the local threshold. AQI Stroke patients receiving thrombolysis at hyper-acute centre within minutes is below (worse than) the local threshold. AQI STEMI patients receiving an appropriate care bundle is below the local threshold. AQI Stroke patients (assessed face to face) receiving an appropriate care bundle is below local threshold. AQI Cardiac Arrest Survival to Discharge rate is below local threshold (all patients and the Utstein Comparator Group). Page of The Training Plan for / has been agreed; the headlines are set out within the A&E Operating Plan and this will be used for monitoring purposes. Recruitment of new 999 call advisors has been successful and has shown significant improvements in resourcing levels in recent months. There is a lag between recruitment and operational impact. Further groups of new call advisors are to be introduced into the Clinical Hubs in March. These additional resources have delivered improved resilience and call answering performance from December. Time to Answer Calls is included within the new ARP metrics, with the Mean, 9 th and 99 th centile figures now reported. Improvements have been seen in recent months and in February the Trust reported a Mean call answering time of seconds, 9 th centile of seconds and 99 th centile of seconds. All three metrics were below (better than) the national average. The Trust is expecting further improvements during Quarter of / as a result of the additional recruitment which should deliver improved rota cover and resilience within the call taking resources. Consultation within the East and West Divisions has resulted in some changes to the rota recommendations. The expectation remains that the Divisions make up any performance deficit arising as a result of changing rotas away from the recommendations. Updated modelling and associated reports have been received from ORH based on the revised resourcing and activity levels. These reports will be used to inform A&E Operational Plans. The under establishment (in line with forecast) in the North and East Divisions, and higher abstraction levels in the West Division is impacting on the ability to deliver consistent resourcing to meet the new rota schedules on a daily basis. Mitigation for the current under establishment includes overtime, agency and third party use until vacancies are filled and abstractions are managed back to planned levels. On Scene times and Wrap Up time improvements are expected as per the A&E Operating Plan for /. Performance Management reports are produced on a monthly basis to assist local operational managers in benchmarking performance, identifying best practice and identifying individual outliers. Figures for the most recent seven months (August to February ) evidence some improvements, with the percentage of Handover to Clear (Wrap Up) times over minutes falling to.9% in January (compared to.9% in June ). Handover Delays, whilst showing improvements for the year to date, pressures on the health community during December and January saw the operational time lost to delays increase substantially. The position recovered slightly in February but still remains a substantial impact on Trust resources, with % of handovers experiencing a delay and an average of hours of operational resource hours lost per day. Time lost to these delays impact directly on the number of resources available. Revised AQI documentation to reflect the ARP changes was released in August and further updated in September. New metrics were introduced for reporting purposes on November but further work will be required to deliver national consistency of all the new AQI metrics across ambulance trusts in England over the coming months. The ICPR will be updated to reflect any changes that are made and will be updated to include national benchmarking data when it is published by NHS England. ORH resource modelling has previously identified the challenge to deliver response time targets for Category incidents. Response Times for Category and Category incidents in particular were above the new proposed national standards in February. The national standards have been introduced for monitoring through to the end of March acknowledging that ambulance trusts need to undertake operational model changes to meet the new AQI standards. Out of Hours Service performance in Dorset for Urgent Treatment Centre Appointments and Home Visits was partially compliant in February. NHS Call Answering performance was below 9%, but is consistently above 9% on a weekly basis and was above national average levels in February. Capital Expenditure was at % of the YTD plan at the end of February and is forecasting % delivery of plan at the end of March. The variance relates to a delay of vehicle conversions and slippage in the delivery of Estates and ICT capital expenditure plans. The percentage of Debtors over 9 days improved from % in December to.9% in February. The outstanding balance of 9k mainly relates to the band Paramedic funding. Revised rota patterns were introduced into the East and West Divisions at the beginning of July following extensive remodelling of operational resources. The revised rotas introduced across all Divisions are designed to align operational resources to current demand patterns. The expected performance improvement will not be fully realised until the shifts are filled. The ability to fulfil the revised shift patterns on a consistent basis is linked to the delivery of funded establishment levels. There is considerable variation in CCG activity levels. Wiltshire CCG is.% above contract in the first eleven months of the year. The other four CCGs with activity above plan are Bristol (.9%), North Somerset (.%), Somerset (.%) and Swindon (.%). At the other end of the scale Dorset CCG is.% below contract and Bath & North East Somerset CCG is.% below.

11 Appendix B: Integrated Corporate Performance Report Information Pack February Integrated Corporate Performance Report

12 Ambulance Response Programme (ARP) The Trust has participated in the Ambulance Response Programme (ARP) trial since April. The Secretary of State for Health announced on July that the three tests of ARP have been met as follows: There is clear clinical consensus that the proposed changes will be beneficial to patient outcomes as a whole and will act to reduce overall clinical risk in the system; There is evidence from the analysis of existing data and pilots that the proposed changes will have the intended benefits and is safe for patients; There is an associated increase in operational efficiency. The aim is to reduce the average number of vehicles allocated to each 999 call and the ambulance utilisation rate. Further information on the Ambulance Response Programme, the new ambulance standards and a copy of Sheffield University s report on ARP can be found on the NHS England website: NHS England has also developed a guide to the new Ambulance Standards, which outline the purpose of ARP and the new ambulance standards that have been introduced. A copy of this easy read document can be found on the NHS England website: New standards, indicators and measures have been introduced through the ARP for publication in the NHS England Ambulance Quality Indicators (AQI). A technical guidance document issued in August (and updated in September ) has been developed to ensure that all aspects of ambulance performance are measured accurately and consistently. All ambulance trusts in England were required to commence reporting against the new standards by November. Compliance against the new standards is expected from April. Until then the standards proposed are to be used for monitoring purposes only to enable ambulance trusts to update their operating models to deliver the new performance standards. SWASFT implemented the new response time reporting standards required for ARP v. with effect from November. This report therefore includes data in relation to the old metrics up to and including November and reporting on the new metrics with effect from November. The new performance standards against which the Trust will be monitored are outlined in the table below: Category National Standard How long does the ambulance service have to make a decision? Category Category Category Category minutes The earliest of: Mean response time The problem being identified; An ambulance response being dispatched; minutes seconds from the call being connected. 9 th centile response time minutes The earliest of: Mean response time The problem being identified; An ambulance response being dispatched; minutes seconds from the call being connected. 9 th centile response time The earliest of: The problem being identified; minutes An ambulance response being dispatched; 9th centile response time seconds from the call being connected. The earliest of: The problem being identified; minutes An ambulance response being dispatched; 9th centile response time seconds from the call being connected. Integrated Corporate Performance Report

13 ARP. Performance Metrics -Response Times ( November Onwards) Target/ KPI YTD Category Response Time - Mean (minutes) Category Response Time - 9th Percentile (minutes) Category Response Time - Mean (minutes) Category Response Time - 9th Percentile (minutes) Category Response Time - 9th Percentile (minutes) Category (999) Response Time - 9th Percentile (minutes) :: :9: :: :: :9: :9: :: :: :: :: :: :: :: :: :9: :: :9: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :9: :: :: :: :: : : : : : : : : : : ARP. - Category Response Times (minutes) ARP. - Category Response Times (minutes) :: :: :: :: :: :: : :: ARP. - Category Response Times (minutes) ARP. - Category (999) Response Times (minutes) :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: Integrated Corporate Performance Report

14 Target/ YTD KPI ARP. Performance Metrics - Category Mean Response Times ( November Onwards) by CCG Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG Trust Total ARP. Performance Metrics - Category 9th Percentile Response Times ( November Onwards) by CCG Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG Trust Total :: :9: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :9: :: :9: :: :9: :9: :9: :9: :: :: :9: :9: :9: :9: :9: :: :9: :9: :: :9: :: :: :: :9: :: :: :: :: :9: :: :9: :: :9: :: :: :9: :9: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :9: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :9: :: :: :: :: :: Category - Mean Response Times by CCG - Current Month Category - 9th Percentile Response Times by CCG - Current Month Trust Total :9: Trust Total :: Wiltshire CCG :: Wiltshire CCG :9: Swindon CCG :: Swindon CCG :: South Gloucestershire CCG :: South Gloucestershire CCG :: South Devon & Torbay CCG :9: South Devon & Torbay CCG :: Somerset CCG :9: Somerset CCG :: North Somerset CCG :9: North Somerset CCG :: NEW Devon CCG :: NEW Devon CCG :: Kernow CCG :: Kernow CCG :: Gloucestershire CCG :9: Gloucestershire CCG :: Dorset CCG :: Dorset CCG :: Bristol CCG :: Bristol CCG :: Bath & North East Somerset CCG :: Bath & North East Somerset CCG :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: Integrated Corporate Performance Report

15 Target/ YTD KPI ARP. Performance Metrics - Category Mean Response Times ( November Onwards) by CCG Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG Trust Total ARP. Performance Metrics - Category 9th Percentile Response Times ( November Onwards) by CCG :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :9: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :9: :: :: :: :9: :9: :9: :9: :: :9: :: :9: :: :: :: :: :: :9: :: :9: :: Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG Trust Total Category - Mean Response Times by CCG - Current Month :: :: :: :: :9: :: :: :: :: :: :9: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: Category - 9th Percentile Response Times by CCG - Current Month Trust Total :: Trust Total :: Wiltshire CCG :: Wiltshire CCG :: Swindon CCG :: Swindon CCG :: South Gloucestershire CCG :9: South Gloucestershire CCG :: South Devon & Torbay CCG :9: South Devon & Torbay CCG :9: Somerset CCG :: Somerset CCG :: North Somerset CCG :: North Somerset CCG :: NEW Devon CCG :: NEW Devon CCG :: Kernow CCG :: Kernow CCG :: Gloucestershire CCG :: Gloucestershire CCG :: Dorset CCG :: Dorset CCG :: Bristol CCG :: Bristol CCG :: Bath & North East Somerset CCG :: Bath & North East Somerset CCG :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: Integrated Corporate Performance Report

16 Ambulance Quality Indicators. Metrics - National Benchmarking Category - Mean Response Time (Mins) Category - 9th Percentile Reponse Time (Mins) Category - Mean Response Time (Mins) Category - 9th Percentile Response Time (Mins) Category - 9th Percentrile Reponse Time (Mins) Category (999) - 9th Percentile Response Time (Mins) Mean Time To Identify Category Incidents (where Category incidents are identified with Nature of Call or Pre-Triage Questions) (Seconds) 9th centile Time To Identify Category Incidents (where Category incidents are identified with Nature of Call or Pre-Triage Questions) (Seconds) Call Answering - Mean Answer Time (Seconds) Call Answering - 9th Percentile Answer Time (Seconds) Call Answering - 99th Percentile Answer Time (Seconds) % of Calls Closed with Telephone Advice or Referral to Other Service Mean Number of Ambulance Resources Allocated per Category Incident Mean Number of Ambulance Resources Arriving at Scene per Category Incident Mean Number of Ambulance Resources Allocated per Category Incident Mean Number of Ambulance Resources Arriving at Scene per Category Incident Mean Number of Ambulance Resources Allocated per Category Incident Mean Number of Ambulance Resources Arriving at Scene per Category Incident Mean Number of Ambulance Resources Allocated per Category (999) Incident Mean Number of Ambulance Resources Arriving at Scene per Category (999) Incident Period National Average East Midlands East of England London North East North West South Central South East Coast South Western West Midlands Yorkshire Feb- :: :9: :: :: :: :: :: :: :9:9 :: :: Feb- :: ::9 :: :: :: :: :: :: :: :: :: Feb- :: :: :: :: :9: ::9 :: :: :: :: :: Feb- :: :: :: :9: :: :: ::9 :: :: :: :: Feb- :: :: :: :9: :: :: ::9 :9: :9: :: :: Feb- :9: :: :: :: :: :: :: :: ::9 :: :: Feb- 9 9 Feb- 9 Data Not Available Data Not Available 9 Feb- Feb- Feb Feb-.%.%.%.%.9%.%.%.%.%.%.% Feb Feb Feb Feb Feb Feb Feb Feb Category - Mean Response (Mins) Category - 9th Percentile Response (Mins) Category - Mean Response (Mins) Category - 9th Percentile Response (Mins) Yorkshire :: Yorkshire :: Yorkshire :: Yorkshire :: West Midlands :: West Midlands :: West Midlands :: West Midlands :: South Western :9:9 South Western :: South Western :: South Western :: South East Coast :: South East Coast :: South East Coast :: South East Coast :: South Central :: South Central :: South Central :: South Central ::9 North West :: North West :: North West ::9 North West :: North East :: North East :: North East :9: North East :: London :: London :: London :: London :9: East of England :: East of England :: East of England :: East of England :: East Midlands :9: East Midlands ::9 East Midlands :: East Midlands :: National Average :: National Average :: National Average :: National Average :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: Integrated Corporate Performance Report

17 Category - 9th Percentile Response (Mins) Category (999) - 9th Percentile Response (Mins) Mean Time to Identify Cat (NOC and PTQ) 9th Percentile Time to Identify Cat (NOC and PTQ) Yorkshire :: Yorkshire :: Yorkshire Yorkshire West Midlands :: West Midlands :: West Midlands West Midlands 9 South Western :9: South Western ::9 South Western South Western South East Coast :9: South East Coast :: South East Coast South East Coast 9 South Central ::9 South Central :: South Central 9 South Central North West :: North West :: North West North West North East :: North East :: North East North East London :9: London :: London London East of England :: East of England :: East of England East of England East Midlands :: East Midlands :: East Midlands 9 East Midlands National Average :: National Average :9: National Average National Average :: :: :: :: :: :: :: :: :: :: :: :: :: % Calls Closed with Tel Advice/Referral Mean Call Answer Time (Secs) 9th Percentile Call Answer Time (Secs) 99th Percentile Call Answer Time (Secs) Yorkshire.% Yorkshire Yorkshire Yorkshire West Midlands.% West Midlands West Midlands West Midlands South Western.% South Western South Western South Western South East Coast.% South East Coast South East Coast South East Coast South Central.% South Central South Central South Central 99 North West.% North West North West North West North East.9% North East North East North East London.% London London London 9 East of England.% East of England East of England East of England East Midlands.% East Midlands East Midlands East Midlands National Average.% National Average National Average National Average 9.%.%.%.%.%.% Mean Number of Ambulance Resources Arriving at Scene (Cat Incidents) Mean Number of Ambulance Resources Arriving at Scene (Cat Incidents) Mean Number of Ambulance Resources Arriving at Scene (Cat Incidents) Mean Number of Ambulance Resources Arriving at Scene (Cat (999) Incidents) Yorkshire. Yorkshire. Yorkshire. Yorkshire. West Midlands.9 West Midlands. West Midlands. West Midlands. South Western. South Western.9 South Western. South Western. South East Coast. South East Coast. South East Coast. South East Coast. South Central. South Central. South Central. South Central. North West. North West.9 North West. North West. North East. North East. North East. North East. London. London. London. London. East of England. East of England. East of England. East of England.9 East Midlands. East Midlands. East Midlands. East Midlands. National Average.9 National Average. National Average. National Average Integrated Corporate Performance Report

18 ARP. Metrics April to November Only ARP. - Performance Metrics (Decimal Minutes) Category Response Time - Mean (minutes) Category Response Time - 9th Percentile (minutes) Category Response Time - Mean (minutes) Category Response Time - 9th Percentile (minutes) Category Response Time - Mean (minutes) Category Response Time - 9th Percentile (minutes) Category (999) Response Time - Mean (minutes) Target/ KPI YTD Category (999) Response Time - 9th Percentile (minutes) % of Healthcare Professionals that receive a response within a agreed time window (,, or hours in length depending on acuity) ARP. - Category Response Times (minutes) %.%.%.%.%.%.%.%.% ARP. - Category Response Times (minutes) ARP. - Category Response Times (minutes) ARP. - Category (999) Response Times (minutes) Integrated Corporate Performance Report

19 ARP. AQI Metrics - April to November Ambulance Quality Indicators Call Abandonment Rate (% of calls abandoned before answering) Time to Answer Calls - Median (Seconds) Time to Answer Calls - 9th Percentile (Seconds) Time to Answer Calls - 99th Percentile (Seconds) Re-Contact Rate Following Discharge of Care (unplanned re-contact with the ambulance service within hours of discharge of care by clinical telephone advice) Re-Contact Rate Following Discharge of Care (unplanned re-contact with the ambulance service within hours of discharge of care following treatment at scene) Ambulance calls closed with telephone advice or managed without transport to A&E departments (where clinically appropriate) - calls closed with telephone advice Ambulance calls closed with telephone advice or managed without transport to A&E departments (where clinically appropriate) - incidents managed without the need for transport to A&E Target/ KPI YTD.%.%.%.%.%.9%.%.%.%.% % 9.%.%.% 9.% 9.9%.99% 9.%.% 9.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.99%.9%.% 9.% 9.% 9.% 9.% 9.% 9.9%.%.9%.%.%.%.% Call Abandonment % Time to Answer Calls (seconds).% Re-Contact Rate within hours Following Discharge of Care by Clinical Telephone Advice % %.%.% 9.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% Apr- May-.% Jun- Jul-.% Aug- Sep-.% Oct- Nov-.% Dec- Jan-.% Feb- Mar-.%.% Call Abandonment Rate (% of calls abandoned before answering) Local Threshold Median 9th Percentile 99th Percentile Re-Contact Rate Local Threshold.%.%.%.%.% Re-Contact Rate within hours of Discharge of Care Following Treatment at Scene.%.%.%.%.% % of Ambulance Calls Closed with Telephone Advice.%.%.%.%.%.% % of Ambulance Incidents Managed Without the Need for Transport to A&E.%.%.%.%.%.%.%.%.%.%.%.% Re-Contact Rate Local Threshold % Calls Closed with Telephone Advice Local Threshold % Incidents Managed without Conveyance to A&E Local Threshold Integrated Corporate Performance Report 9

20 Ambulance Clinical Indicators Outcome from Cardiac Arrest - Return of Spontaneous Circulation at time of arrival at hospital (overall) Outcome from Cardiac Arrest - Return of Spontaneous Circulation at time of arrival at hospital (Utstein Comparator Group) Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - % of patients suffering a STEMI and who, following a direct transfer to a PPCI centre, primary angioplasty commences within minutes of call Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - % of patients suffering a STEMI and who receive an appropriate care bundle Outcome from Stroke for Ambulance Patients - % of Face Arm Speech Test (FAST) positive stroke patients (assessed face to face) potentially eligible for stroke thrombolysis, who arrive at a hyperacute stroke centre within minutes of call Outcome from Stroke for Ambulance Patients - % of suspected stroke patients (assessed face to face) who receive an appropriate care bundle Outcome from Cardiac Arrest - Survival to Discharge - overall survival rate Outcome from Cardiac Arrest - Survival to Discharge - Utstein Comparator Group survival rate Target/ KPI Rolling Months Nov- Dec- Jan- Feb- Mar- Apr- May- Jun- Jul- Aug- Sep- Oct-.%.%.%.%.9%.%.%.%.%.%.%.%.%.9%.%.%.%.%.9%.%.%.%.9%.%.%.%.%.%.%.%.%.%.9%.% 9.%.%.%.%.%.%.% 9.% 9.%.%.%.%.%.%.9%.%.%.% 9.%.%.%.%.%.%.%.%.%.% 9.%.%.9%.9%.%.%.%.% 9.% 9.9% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.%.9%.99% 9.%.%.% 9.%.9%.%.9%.%.% 9.%.%.%.%.%.%.%.% 9.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% Outcome from Cardiac Arrest - Return of Spontaneous Circulation at Time of Arrival at Hospital.%.%.%.%.%.%.%.% Outcome from Cardiac Arrest - Return of Spontaneous Circulation at Time of Arrival at Hospital (Utstein Comparator Group) 9.% 9.%.%.%.%.%.%.%.% Outcome from Acute STEMI - % of Patients Suffering a STEMI who, following a direct transfer to a PPCI centre, primary angioplasty commences within minutes of the call 9.% 9.%.%.%.%.%.%.%.% Outcome from Acute STEMI - % of Patients Suffering a STEMI who Receive an Appropriate Care Bundle.%.%.%.% No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold Outcome from Stroke - % of FAST Positive Stroke Patients, potentially eligible for Thrombolysis, who arrive at Hyperacute Stroke Centre within minutes.% Outcome from Stroke - % of Suspected Stroke Patients who Receive an Appropriate Care Bundle,.% Outcome from Cardiac Arrest - Surival to Discarge Rate (Overall).% Outcome from Cardiac Arrest - Surival to Discarge Rate (Utstein Comparator Group).%.%.%.%.%.%.%.% 9.% 9.%.%.%.%.%.%,.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold Integrated Corporate Performance Report

21 Ambulance Clinical Indicators - National Benchmarking Outcome from Cardiac Arrest - Return of Spontaneous Circulation at time of arrival at hospital (overall) Outcome from Cardiac Arrest - Return of Spontaneous Circulation at time of arrival at hospital (Utstein Comparator Group) Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - % of patients suffering a STEMI and who, following a direct transfer to a PPCI centre, primary angioplasty commences within minutes of call Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - % of patients suffering a STEMI and who receive an appropriate care bundle Outcome from Stroke for Ambulance Patients - % of Face Arm Speech Test (FAST) positive stroke patients (assessed face to face) potentially eligible for stroke thrombolysis, who arrive at a hyperacute stroke centre within minutes of call Outcome from Stroke for Ambulance Patients - % of suspected stroke patients (assessed face to face) who receive an appropriate care bundle Outcome from Cardiac Arrest - Survival to Discharge - overall survival rate Outcome from Cardiac Arrest - Survival to Discharge - Utstein Comparator Group survival rate Period National Average East Midlands East of England London North East North West South Central South East Coast South Western West Midlands Yorkshire Apr- to Oct-.%.9%.%.% 9.%.%.%.%.% 9.9% 9.% Apr- to Oct-.%.%.%.9% 9.%.% 9.9%.%.%.%.% Apr- to Oct-.% 9.% 9.% 9.% 9.%.%.%.%.%.%.% Apr- to Oct-.9%.% 9.9%.9% 9.%.% 9.9%.%.% 9.%.% Apr- to Oct-.9%.%.9%.%.%.%.% 9.%.%.9%.% Apr- to Oct- 9.% 9.% 99.% 9.% 9.% 99.% 9.9% 9.% 9.% 9.% 9.% Apr- to Oct- 9.%.%.%.%.%.%.%.%.%.%.% Apr- to Oct-.%.%.%.%.9%.%.9%.%.9%.9%.% Outcome from Cardiac Arrest - Return of Spontaneous Circulation at Time of Arrival at Hospital Outcome from Cardiac Arrest - Return of Spontaneous Circulation at Time of Arrival at Hospital (Utstein Comparator Group) Outcome from Acute STEMI - % of Patients Suffering a STEMI who, following a direct transfer to a PPCI centre, primary angioplasty commences within minutes of the call Outcome from Acute STEMI - % of Patients Suffering a STEMI who Receive an Appropriate Care Bundle Yorkshire West Midlands South Western South East Coast South Central North West 9.% 9.9%.%.%.%.% Yorkshire West Midlands South Western South East Coast South Central North West.%.%.%.% 9.9%.% Yorkshire West Midlands South Western South East Coast South Central North West.%.%.%.%.%.% Yorkshire West Midlands South Western South East Coast South Central North West.%.%.% 9.% 9.9%.% North East 9.% North East 9.% North East 9.% North East 9.% London.% London.9% London 9.% London.9% East of England.% East of England.% East of England 9.% East of England 9.9% East Midlands.9% East Midlands.% East Midlands 9.% East Midlands.% National Average.% National Average.% National Average.% National Average.9% % % % % % % % % % % % % % % % % % % % % % 9% % % % % % 9% % Outcome from Stroke - % of FAST Positive Stroke Patients, potentially eligible for Thrombolysis, who arrive at Hyperacute Stroke Centre within minutes Outcome from Stroke - % of Suspected Stroke Patients who Receive an Appropriate Care Bundle Outcome from Cardiac Arrest - Surival to Discarge Rate (Overall) Outcome from Cardiac Arrest - Surival to Discarge Rate (Utstein Comparator Group) Yorkshire West Midlands South Western South East Coast South Central.%.9%.% 9.%.% Yorkshire West Midlands South Western South East Coast South Central 9.% 9.% 9.% 9.% 9.9% Yorkshire West Midlands South Western South East Coast South Central.%.%.%.%.% Yorkshire West Midlands South Western South East Coast South Central.%.9%.9%.%.9% North West.% North West 99.% North West.% North West.% North East.% North East 9.% North East.% North East.9% London.% London 9.% London.% London.% East of England.9% East of England 99.% East of England.% East of England.% East Midlands.% East Midlands 9.% East Midlands.% East Midlands.% National Average.9% National Average 9.% National Average 9.% National Average.% % % % % % % % % % % % % 9% 9% % % % % % % % % % % % % % % % % Integrated Corporate Performance Report

22 // // // // 9// // // // // 9// // // // // // // // 9// /9/ /9/ // // // // // 9// // // // // // // // // // // // // 9// // // // // // /9/ /9/ 9// // // // // // // // 9// // // YTD A&E Incident Numbers Actual A&E Incident Numbers / Actual A&E Incident Numbers / Actual A&E Incident Numbers / Variance / vs / Contract A&E Incident Numbers / Variance Actual vs Contract /,,9,,9,9,,,,9 9,,9,9,,,,99,,,,,,9,,,9,9,,9,9,9,,,,,, 9,,9.99%.%.%.% -.% -.%.%.%.%.%.%.%,,,, 9,,,,,, 9,,, -.9% -.9% -.9% -.% -.9% -.%.%.9% -.%.9% -.% -.% A&E Incident Numbers Ambulance Incidents by CCG Year to Date,,,,, South Gloucestershire CCG, % Swindon CCG, % Wiltshire CCG, % Bath & North East Somerset CCG,9 % Bristol CCG,9 9%,, South Devon & Torbay CCG, % Dorset CCG, %, Actual A&E Incident Numbers / Actual A&E Incident Numbers / Somerset CCG, % Actual A&E Incident Numbers / Contract A&E Incident Numbers /, All Ambulance Incidents per Week North Somerset CCG, % Gloucestershire CCG,9 % 9, 9,,, NEW Devon CCG, % Kernow CCG 9, %,,,, Integrated Corporate Performance Report

23 YTD A&E Incident Numbers Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG Unknown CCG Trust Total A&E Incident Numbers % Variance / vs / Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG Trust Total A&E Incident Numbers % Variance Actual vs Contract / Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG Trust Total,9,,9,,99,99,,,,,,,9,9,,,,,,,,,,,,,9,99,,9,,,,,,,9,,,,,,,,,,, 9,,,,,,9,,, 9,9,9,,,,9,,,,,,,,,,,,9,9,,,,99,,,,,,,,,,,,,,9,,,,9,,9,,,,,,,,,,,99,9,9,9,,,99,9,9,,,,,,,,,,,9,,,,,,9,,,,,9,9,,9,9 9 9,,9,9,9,,,,,, 9,,9.9%.% -.%.% -.% -.%.9%.%.%.%.%.%.%.%.%.%.%.% 9.%.%.9%.%.9%.% -.% -.% -.%.% -.% -.%.% -.9% -.%.% -.%.9%.9% -.%.%.% -.% -.9%.% -.9%.%.%.%.%.9%.9% -.%.% -.% -.9%.%.9%.%.9%.%.%.%.%.% -.% -.%.%.9% -.9%.9%.%.%.%.9%.%.%.% -.%.9%.%.% -.%.%.%.%.% -.% -.%.9% -.%.%.%.9%.%.%.9%.%.%.% -.%.%.%.%.%.%.%.%.9%.9%.% -.%.% -.% -.%.% -.%.%.9%.9%.% 9.%.% -.9%.% -.%.%.%.%.%.%.9%.%.9%.%.9%.%.%.%.9% 9.%.%.%.%.%.9%.99%.%.%.% -.% -.%.%.%.%.%.%.% -.%.9% -.% -.% -.% -.9%.% -.%.% -.% -.% -.9%.9%.% -.%.% -.% -.9%.%.% -.%.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.%.9% -.% -.% -.% -.9% -.% -.% -.9% -.% -.% -.9% -.% -.9%.% -.% -.% -.% -.9% -.% -.9% -.% -.% -.% -.%.9% -.% -.% -.% -.% -.% -.9% -.% -.%.% -.9%.%.% -.% -.%.%.9%.9%.9% -.%.% -.%.% -.%.%.%.9%.% -.% -.% -.% -.% -.%.%.%.%.%.%.% -.% -.9% -.% -.% -.% -.%.%.% -.%.%.% -.% -.% -.% -.% -.% -.%.% -.% -.% -.%.%.% -.%.% -.%.% -.%.% -.% 9.%.%.%.%.9%.%.%.%.%.%.%.%.%.%.99%.%.% -.% -.9% -.9% -.9% -.% -.9% -.%.%.9% -.%.9% -.% -.% Integrated Corporate Performance Report

24 A&E Incident Outcomes Hear & Treat % See & Treat % See & Convey Non ED % See & Convey ED % % of Incidents Resolved Without Any Conveyance (Non Conveyance) % of Incidents Resolved Without Conveyance to ED (Non Conveyance to ED) Source of A&E Incidents Public Incidents HCP Incidents NHS Incidents Total Category of Incidents Category Category Category Category (999) Category (HCP) Category H Other Total Target/ KPI YTD.%.%.%.9%.9%.%.%.%.%.9% 9.9%.%.%.%.%.%.%.%.%.9%.%.%.%.%.9%.%.%.%.%.%.%.9%.%.%.9%.%.%.%.%.%.%.%.%.%.%.%.9%.9%.%.%.%.9%.9%.%.%.%.% 9.%.%.%.%.%.%.%.9%.%.%.99%.%.%.%.% YTD,,,,,,,,99 9,9,9,,,9 9,, 9, 9, 9,9 9,9 9, 9,9 9,, 9,,,9,9,,,,,99,9,,,,,9,9,9,,,,,, 9,,9 YTD 9,,9,9,9,,,,,,,,,,,9,9,,,,,,9 9,,,,,,9,,,9,9,,, 9,,,9,,,99,9,,,,,,,,,,9,,,,9,9,9,9,,,,,,,, 9,,,9,,,,9,,,,,9,9,9,,,,,, 9,,9 See & Convey ED % % A&E Incident Outcomes (YTD) Hear & Treat % % Source of A&E Incidents (YTD) NHS Incidents % Category (HCP) % Category (999) % Category of A&E Incidents (YTD) Category H % Other % Category % See & Convey Non ED % % See & Treat % % HCP Incidents % Public Incidents % Integrated Corporate Performance Report Category % Category %

25 Handover Delays Total Number of Handovers Recorded at Acute Hospitals / Total Number of Handovers in Excess of Minutes / % of Handovers in Excess of Minutes / Total Operational Resources Hours Lost to Handover Delays in Excess of Minutes / Average Operational Resources Hours Lost to Handover Delays in Excess of Minutes per Day / Total Number of Handovers Reported at Acute Hospitals / Total Number of Handovers in Excess of Minutes / % of Handovers in Excess of Minutes / Total Operational Resources Hours Lost to Handover Delays in Excess of Minutes / Average Operational Resources Hours Lost to Handover Delays in Excess of Minutes per Day / YTD 9,,9,,,,9,,, 9,,,,9 9,,9,,9,,,9,,,,9,,.%.%.%.% 9.9% 9.%.%.%.%.%.%.%.% 9: 9: :9 : : : : : : : 9: : : : 9: : : 9:9 : :9 : : 9: 9: : :,9,,,,9,,,,9,9,9,,,,,,9,,9,,9 9,,,9.%.%.% 9.%.9%.%.99%.%.%.%.%.% : : : : : : : : : : :9 : : : 9: : : : :9 : : : 9:9 :9 Handover to Clear Delays Total Number of Handover to Clear Times Recorded at Acute Hospitals Total Number of Handover to Clears in Excess of Minutes % of Handover to Clear Times in Excess of Minutes Total Operational Resources Hours Lost to Handover to Clear Delays in Excess of Minutes Average Operational Resources Hours Lost to Handover to Clear Delays in Excess of Minutes per Day 9,,,,,,,,9,,,,,,,,,9,,9,,,9,,9 9.%.%.%.9%.% 9.%.%.%.%.9%.%.9% : : : 9: 9: : : : 9:9 : : 9: : 9: 9: 9: : : : : :9 : :9 9: : : 9: : : : Average Daily Operational Time Lost to Handover Delays at Hospitals in Excess of Minutes : 9: : : : : : : Average Daily Operational Time Lost to Handover to Clear Delays at Hospitals in Excess of Minutes : : : Average Operational Resources Hours Lost to Handover Delays in Excess of Minutes per Day / Average Operational Resources Hours Lost to Handover Delays in Excess of Minutes per Day / Average Operational Resources Hours Lost to Handover to Clear Delays in Excess of Minutes per Day Integrated Corporate Performance Report

26 Number of Handovers by Acute Hospital Bristol Royal Infirmary Cheltenham General Hospital Derriford Hospital Dorset County Hospital Gloucester Royal Hospital Great Western Hospital Musgrove Park Hospital North Devon District Hospital Poole Hospital Royal Bournemouth Hospital Royal Cornwall Hospital Royal Devon & Exeter Hospital Royal United Hospital Bath Salisbury District Hospital Southmead Hospital Torbay Hospital Weston General Hospital Yeovil District Hospital Total All Hospitals YTD,9,,,,9,9,,,,, 9, 9 9 9, 9 9 9,,9,,,,9,,, 9,,,,9,,,,9,,9,,9,,,,,9,,,,9,,,9,,,,,,,,,,,9,,,,,,9,,,,9,,,,,,,9,,,,,,,,,9,9,9,,,9,,, 9,,,9,,,9,9,99,,,9,,,,,,,,9 9,,,,,,,9,,,,,9,9,,,,,,9,,,,,99,,,,,,,,,,,,,,,9,,9,,,9,,,,,,,,,,,,9,9,,,9,,9,, 9,9,, 9,,,,9,,,,9,,,9 99,,,,,9,,,,,9,, Average Handover Time per Incident (Mins:Sec) Bristol Royal Infirmary Cheltenham General Hospital Derriford Hospital Dorset County Hospital Gloucester Royal Hospital Great Western Hospital Musgrove Park Hospital North Devon District Hospital Poole Hospital Royal Bournemouth Hospital Royal Cornwall Hospital Royal Devon & Exeter Hospital Royal United Hospital Bath Salisbury District Hospital Southmead Hospital Torbay Hospital Weston General Hospital Yeovil District Hospital Total All Hospitals YTD : : : : : : : : : : : :9 : : : : : : : : : : : : : : : : : : : : : : : : : : : :9 : : : : : : : : : : : : : : : : :9 : : : : : : : : : :9 : : : : : : :9 : : : : : : : :9 : : : : : :9 : : : : : : : : : : : : : : : : 9: 9: : : : : : 9: 9: : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : :9 : : : : : : : : : : : : : : : : : :9 : : : : : : : : : : : : : : : : : : :9 : : : :9 : : : :9 : : : : : : 9: :9 : :9 : : : : : : : : : : : : : :9 : : : : : : : Integrated Corporate Performance Report

27 YTD Operational Resource Hours Lost to Handover Delays in Excess of Minutes (Hours:Mins) Bristol Royal Infirmary : : : : : : : : : : : : Cheltenham General Hospital : :9 : : :9 : : :9 : : : 9: Derriford Hospital : : : : : : 9: : : : 99: : Dorset County Hospital : : : : : : 9: : : : : : Gloucester Royal Hospital : : : : : : : : : : : : Great Western Hospital : : 99: : : : : : : : :9 : Musgrove Park Hospital 9: : : : : : : : : : 9: : North Devon District Hospital 9: 9: : : : 9:9 :9 : : :9 : : Poole Hospital : : : : : : : 9:9 :9 : : : Royal Bournemouth Hospital :9 : : 9: 9:9 : : : : 9: 9: 9: Royal Cornwall Hospital : 9:9 : : 9: : :9 9: : 9: 9: : Royal Devon & Exeter Hospital 9: : 9: : 9: : 9: : :9 : : : Royal United Hospital Bath : : 9: : : : : : 9:9 9:9 : 9: Salisbury District Hospital : : 9: : : : : : 9: : 9: : Southmead Hospital : : :9 9: : : : : : : 9: : Torbay Hospital 9: : 9: : : : : : : : : : Weston General Hospital : : : :9 : : : : 9: : 9: :9 Yeovil District Hospital 9: : : : : :9 : : : : 9: : Total All Hospitals : : : : : : : : : : : : Other Performance Metrics Target/ KPI YTD Vehicle deep cleaning compliance with schedule (A&E) Information Governance Toolkit Compliance 9.%.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.%.9% 9.%.% RAG Rating Green Green Green Green Green Green Green Green Green Green Green Green.% 9.% 9.%.%.%.%.% 9.% 9.% Vehicle Deep Clean Compliance (A&E Vehicles) 9.% 9.% 9.% 9.% 9.% 9.% 9.%.9%.% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% In February the Logisitic Department did not meet its performance target of 9% for A&E deep cleans. The figure achieved was.%, with a total of deep cleans completed in month, with Emergency Deep Clean also requested above the normal cleaning schedule. The main issues during the month were increased operational demand which restricted the ability to abstract resources to complete the deep clean requirements. There were also resourcing challenges at the workshops in Launceston and Redurth which impacted on the completion programme. To address these areas plans have been developed to target those vehicles that missed the Deep Clean in February as a matter of priority in March with the sites at Redruth and Glastonbury priorities as have the most significant number of vehicles to be addressed..%.% Other Metrics to be developed and included in future reports (when available): Infection Prevention and Control Metrics (Quarterly) Training Compliance (Annual Development Day and Training Workbook completion compared to plan) Integrated Corporate Performance Report

28 Out of Hours Patient Contacts Dorset Out of Hours Patient Contacts - Actual / Target/ KPI YTD 9,,,,,9,,,9,, 9,, Gloucestershire Out of Hours Patient Contacts - Actual / 9,9,,9 Gloucestershire Out of Hours Patient Contacts - Contract / 9,9 9,,9 Percentage Actual vs Contract - Gloucestershire Out of Hours Patient Contacts -.% 9.% -.% Dorset Out of Hours Patient Contacts Gloucestershire Out of Hours Patient Contracts,,,,,, 9,, 9,,,, Integrated Corporate Performance Report, Actual / Actual / Contract / Note - The Out of Hours contract for Gloucestershire was transferred to new Providers with effect from the beginning of June Integrated Corporate Performance Report

29 Out of Hours - Home Visits - Urgent Completed within Hours Dorset - % of Urgent Home Visits Completed within Hours - / Dorset - Number of Urgent Home Visits / Dorset - % of Urgent Home Visits Completed within Hours - / Gloucestershire - Number of Urgent Home Visits / Target/ KPI YTD 9.% 9.9% 9.% 9.% 9.% 9.9% 9.% 9.9% 9.% 9.% 9.% 9.% 9.9% 9.%, 9.% 9.% 9.%.% 9.% 9.%.% 9.%.% 9.% 9.9% 9.% 9.% Gloucestershire - % of Urgent Home Visits Completed within Hours - / 9.% 9.% 9.%.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% Dorset Out of Hours - Urgent Home Visits Completed in Hours.% Gloucestershire Out of Hours - Urgent Home Visits Completed in Hours 9.% 9.%.%.%.%.%.%.%.%.%.%.% Dorset - Number of Urgent Home Visits / % Completed in Hours / % Completed in Hours / Target Gloucestershire - Number of Urgent Home Visits / % Completed in Hours / Target Out of Hours - Home Visits - Less Urgent Completed within Hours Dorset - % of Less Urgent Home Visits Completed within Hours - / Dorset - Number of Less Urgent Home Visits / Dorset - % of Less Urgent Home Visits Completed within Hours - / Gloucestershire - Number of Less Urgent Home Visits / Target/ KPI YTD 9.% 9.% 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 99.%,9,, 9 9,, 9 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 9.% 9.% 9.9% 9 9 Gloucestershire - % of Less Urgent Home Visits Completed within Hours - / 9.%.9%.% 9.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% 9.%.%.%.%.%.% Dorset Out of Hours - Less Urgent Home Visits Completed in Hours Dorset - Number of Less Urgent Home Visits / % Completed in Hours / % Completed in Hours / Target,,,,.% 9.%.%.%.%.%.% Gloucestershire Out of Hours - Less Urgent Home Visits Completed in Hours Gloucestershire - Number of Less Urgent Home Visits / % Completed in Hours / Target Integrated Corporate Performance Report 9

30 Out of Hours - Treatment Centres - Urgent Completed within Hours Dorset - % of Urgent Treatment Centre Completed within Hours - / Dorset - Number of Urgent Treatment Cente Appointments / Dorset - % of Urgent Treatment Centre Completed within Hours - / Gloucestershire - % of Urgent Treatment Centre Completed within Hours - / Gloucestershire - Number of Treatment Centre Appontments / Target/ KPI YTD 9.% 9.%.9%.%.% 9.%.%.% 9.% 9.% 9.% 9.% 9.% 9.%, 9 9.% 9.% 9.% 9.% 9.%.%.9% 9.%.% 9.%.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 9.% 9.%.% 9.% 9.% 9.%,9 Gloucestershire - % of Urgent Treatment Centre Completed within Hours - / 9.% 9.9% 9.% 9.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% 9.%.%.%.%.%.% Dorset Out of Hours - Urgent Treatment Centre Appointments Completed in Hours.% 9.%.%.%.%.%.% Gloucestershire Out of Hours - Urgent Treatment Centre Appointments Completed in Hours 9 Dorset - Number of Urgent Treatment Cente Appointments / % Completed in Hours / % Completed in Hours / Target Gloucestershire - Number of Treatment Centre Appontments / % Completed in Hours / % Completed in Hours / Target Out of Hours - Treatment Centres - Less Urgent Completed within Hours Dorset - % of Less Urgent Treatment Centre Completed within Hours - / Dorset - Number of Less Urgent Treatment Centre Appointments / Dorset - % of Less Urgent Treatment Centre Completed within Hours - / Gloucestershire - % of Less Urgent Treatment Centre Completed within Hours - / Gloucestershire - Number of Less Urgent Treatment Centre Appointments / Target/ KPI YTD 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9%,9,9,9,9,9,,9,9,,99,, 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.%,9,,9 Gloucestershire - % of Less Urgent Treatment Centre Completed within Hours - / 9.% 9.9% 9.9% 9.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% 9.%.%.%.%.%.% Dorset Out of Hours - Less Urgent Treatment Centre Appointments Completed in Hours,,,,,,,,.% 9.%.%.%.%.%.% Gloucestershire Out of Hours - Less Urgent Treatment Centre Appointments Completed in Hours,,,, Dorset - Number of Less Urgent Treatment Centre Appointments / % Completed in Hours / % Completed in Hours / Target Gloucestershire - Number of Less Urgent Treatment Centre Appointments / % Completed in Hours / % Completed in Hours / Target Integrated Corporate Performance Report

31 Out of Hours Contract Quality Requirements - Dorset Target/ KPI YTD Providers must report regularly to NHS Commissioners on their compliance QR Compliance with the Quality Requirements Percentage of Out of Hours consultation details sent to the practice where QR 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 99.9% 9.% 9.99% 99.% the patient is registered by : the next working day Providers must have systems in place to support and encourage the regular QR exchange of information between all those who may be providing care to Compliance patients with predefined needs Providers must regularly audit a random sample of patient contacts (audit QR should provide sufficient data to review the clinical performance of each Compliance individual working within the service) Providers must regularly audit a random sample of patients' experiences of QR Compliance the service Providers must operate a complaints procedure that is consistent with the QR Compliance principles of the NHS complaints procedure Providers must demonstrate their ability to match their capacity to meet QR Compliance predictable fluctuations in demand for their contracted service All immediately life threatening conditions (walk in patients) to be passed to QR 9.% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a the ambulance service within minutes of face to face presentation Definitive Clinical Assessment for Urgent adult cases presenting at QRa 9.% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a treatment location to start within minutes of arrival in the treatment centre Definitive Clinical Assessmnet for children who are ill and have an urgent QRa 9.% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Out of Hours to start within minutes of arrival in the treatment centre Definitive Clinical Assessment for Less Urgent cases presenting at QRb 9.% n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a treatment location to start within minutes of arrival in the treatment centre QRd At the end of an assessment, the patient must be clear of the outcome Compliance QR Providers must ensure that patients are treated by the clinician best equipped to meet their needs in the most appropriate location Compliance QR Emergency Consultations (presenting at base) started within hour 9.% n/a n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) QR Urgent Consultations (presenting at base) started within hours 9.% 9.% 9.% 9.% 9.%.%.9% 9.%.% 9.%.% 9.% 9.% QR Less Urgent Consultations (presenting at base) started within hours 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 9.% 9.% QR Emergency Consultations (home visits) started within hour 9.% n/a n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) QR Urgent Consultations (home visits) started within hours 9.% 9.% 9.%.% 9.% 9.%.% 9.%.% 9.% 9.9% 9.% 9.% QR Less Urgent Consultations (home visits) started within hours 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 9.% 9.% 9.9% Patients unable to communicate effectively in English will be provided with QR an interpretation service within minutes of initial contact. Providers must also make appropriate provision for patients with impaired hearing or Compliance impaired sight Integrated Corporate Performance Report

32 Out of Hours Contract Quality Requirements - Gloucestershire Target/ KPI Providers must report regularly to NHS Commissioners on their compliance QR Compliance with the Quality Requirements Percentage of Out of Hours consultation details sent to the practice where QR 9.% 99.% 99.% 99.% the patient is registered by : the next working day Providers must have systems in place to support and encourage the regular QR exchange of information between all those who may be providing care to Compliance patients with predefined needs Providers must regularly audit a random sample of patient contacts (audit QR should provide sufficient data to review the clinical performance of each Compliance individual working within the service) Providers must regularly audit a random sample of patients' experiences of QR Compliance the service Providers must operate a complaints procedure that is consistent with the QR Compliance principles of the NHS complaints procedure Providers must demonstrate their ability to match their capacity to meet QR Compliance predictable fluctuations in demand for their contracted service All immediately life threatening conditions (walk in patients) to be passed to QR 9.% n/a n/a n/a the ambulance service within minutes of face to face presentation Definitive Clinical Assessment for Urgent adult cases presenting at QRa 9.%.%.%.% treatment location to start within minutes of arrival in the treatment centre Definitive Clinical Assessmnet for children who are ill and have an urgent QRa 9.%.9%.%.% Out of Hours to start within minutes of arrival in the treatment centre Definitive Clinical Assessment for Less Urgent cases presenting at QRb 9.% n/a n/a n/a treatment location to start within minutes of arrival in the treatment centre YTD QRd At the end of an assessment, the patient must be clear of the outcome Compliance QR Providers must ensure that patients are treated by the clinician best equipped to meet their needs in the most appropriate location Compliance QR Emergency Consultations (presenting at base) started within hour 9.% 9.%.% ( cases).% (9 cases) QR Urgent Consultations (presenting at base) started within hours 9.% 9.9% 9.% 9.% QR Less Urgent Consultations (presenting at base) started within hours 9.% 9.9% 9.9% 9.% QR Emergency Consultations (home visits) started within hour 9.%.%.% ( cases).% ( case) QR Urgent Consultations (home visits) started within hours 9.% 9.% 9.%.% QR Less Urgent Consultations (home visits) started within hours 9.%.9%.% 9.% Patients unable to communicate effectively in English will be provided with QR an interpretation service within minutes of initial contact. Providers must also make appropriate provision for patients with impaired hearing or Compliance impaired sight Integrated Corporate Performance Report

33 NHS Calls Offered NHS - Cornwall Calls Offered - Actual / NHS - Cornwall Calls Offered - Actual / NHS - Cornwall Calls Offered - Contract / Percentage of Calls Offered - NHS Cornwall Actual vs Contract NHS - Dorset Calls Offered - Actual / NHS - Dorset Calls Offered - Actual / NHS - Dorset Calls Offered - Contract / Percentage of Calls Offered - NHS Dorset Actual vs Contract Target/ KPI YTD 9,9,9,,,,,,9,9,9,,, 9,9,,,,,,,,,,,,,,9,,,,,99, -.% -.% -.% -.9% -9.% -.9% -.% -.% 9,,,9,9,,,,,9,9,,9 9,,,9,, 9,9 9,, 9,,,,99,,,,,,9,,9,,9,9, 9,99, -.% -.% -.% -.% -.% -.% -.% -.% -.% -9.% -.% -.% NHS Cornwall Calls Offered NHS Dorset Calls Offered,,,,,,,,,, Integrated Corporate Performance, Actual / Actual / Contract / Actual / Actual / Contract / NHS Call Answering in Seconds NHS - Cornwall - Percentage of Calls Answered in Seconds / NHS - Cornwall - Percentage of Calls Answered in Seconds / NHS - Dorset - Percentage of Calls Answered in Seconds / Target/ KPI YTD 9.%.%.%.%.%.9%.% 9.%.%.%.%.%.%.% 9.%.9%.%.%.%.%.%.%.% 9.%.% 9.%.%.%.%.9%.%.%.%.9%.9%.% 9.% NHS - Dorset - Percentage of Calls Answered in Seconds / 9.%.%.9%.%.%.% 9.%.%.%.%.9% 9.% 9.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% 9.% 9.%.%.%.%.%.%.%.%.% NHS Cornwall - % of Calls Answered in Seconds.% 9.% 9.%.%.%.%.%.%.%.%.% NHS Dorset - % of Calls Answered in Seconds % Answered in Seconds / % Answered in Seconds / Target Call Answering Performance % % Answered in Seconds / % Answered in Seconds / Target Call Answering Performance % Integrated Corporate Performance Report

34 NHS Contract Quality Requirements - Cornwall Target/ KPI YTD Providers must report regularly to NHS Commissioners on their compliance QR Compliance with the Quality Requirements Providers must send details of all consultations (including appropriate clinical QR information) to the practice where the patient is registered by. a.m. the 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% next working day. Providers must have systems in place to support and encourage the regular QR exchange of information between all those who may be providing care to Compliance patients with predefined needs QR Providers must regularly audit a random sample of patient contacts (audit should provide sufficient data to review the clinical performance of each individual working within the service) Compliance Providers must regularly audit a random sample of patients' experiences of QR.%.9%.%.%.%.%.%.9%.% the service Providers must operate a complaints procedure that is consistent with the QR Compliance principles of the NHS complaints procedure QR Providers must demonstrate their ability to match their capacity to meet predictable fluctuations in demand for their contracted service Compliance QRa No more than % of calls abandoned before being answered.%.%.%.%.%.%.%.%.% Calls to be answered within seconds of the end of the introductory QRb 9.%.9%.%.%.%.%.%.%.% message All immediately life threatening conditions to be passed to the ambulance QR9a 9.% 9.9%.%.%.%.%.% 9.%.% service within minutes QR9b Patient callbacks must be achieved within minutes 9.% 9.%.9%.%.%.% 9.%.% 9.9% Patients unable to communicate effectively in English will be provided with an QR interpretation service within minutes of initial contact. Providers must also make appropriate provision for patients with impaired hearing or impaired 9.%.%.%.%.%.%.%.%.% sight Providers must demonstrate the online completion of the annual assessment QR of the Information Governance Toolkit at level or above and that this is Compliance audited on an annual basis by Internal Auditors using the national framework Providers must demonstrate that they are complying with the Department of QR Health Information Governance SUI Guidance on reporting of Information Compliance Governance incidents appropriately. Integrated Corporate Performance Report

35 NHS Contract Quality Requirements - Dorset Target/ KPI YTD Providers must report regularly to NHS Commissioners on their compliance QR Compliance with the Quality Requirements Providers must send details of all consultations (including appropriate clinical QR information) to the practice where the patient is registered by. a.m. the 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% next working day. Providers must have systems in place to support and encourage the regular QR exchange of information between all those who may be providing care to Compliance patients with predefined needs QR Providers must regularly audit a random sample of patient contacts (audit should provide sufficient data to review the clinical performance of each individual working within the service) Compliance Providers must regularly audit a random sample of patients' experiences of QR.%.%.%.%.%.%.%.%.%.%.9%.%.% the service Providers must operate a complaints procedure that is consistent with the QR Compliance principles of the NHS complaints procedure QR Providers must demonstrate their ability to match their capacity to meet predictable fluctuations in demand for their contracted service Compliance QRa No more than % of calls abandoned before being answered.%.9%.%.9%.%.9%.%.%.%.%.%.%.% Calls to be answered within seconds of the end of the introductory QRb 9.%.%.9%.%.%.% 9.%.%.%.%.9% 9.% 9.% message All immediately life threatening conditions to be passed to the ambulance QR9a 9.% 9.% 9.% 9.%.%.%.%.% 9.%.% 9.%.% 9.% service within minutes QR9b Patient callbacks must be achieved within minutes 9.%.9%.9%.%.%.9%.%.9%.%.%.%.%.% Patients unable to communicate effectively in English will be provided with an QR interpretation service within minutes of initial contact. Providers must also make appropriate provision for patients with impaired hearing or impaired 9.% 99.%.%.%.%.% 9.%.%.%.%.%.%.% sight Providers must demonstrate the online completion of the annual assessment QR of the Information Governance Toolkit at level or above and that this is Compliance audited on an annual basis by Internal Auditors using the national framework Providers must demonstrate that they are complying with the Department of QR Health Information Governance SUI Guidance on reporting of Information Compliance Governance incidents appropriately. Integrated Corporate Performance Report

36 NHS Sitrep Benchmarking NHS KPI Benchmarking - Weekly Sitrep Data - Call Answering Percentage of Calls Answered in Seconds - National Average Percentage of Calls Answered in Seconds - Dorset Percentage of Calls Answered in Seconds - National Highest Percentage of Calls Answered in Seconds - National Lowest NHS KPI Benchmarking - Weekly Sitrep Data - Call Abandonment Percentage of Calls Abandoned - National Average Percentage of Calls Abandoned - Dorset Percentage of Calls Abandoned - National Highest Percentage of Calls Abandoned - National Lowest Week Commencing Target -Dec- -Dec- -Dec- -Dec- -Jan- -Jan- -Jan- -Jan- 9-Jan- -Feb- -Feb- 9-Feb- -Feb- 9.%.%.%.%.%.%.%.%.9%.%.%.9%.9%.% 9.%.%.9% 9.%.%.% 9.% 9.% 9.% 9.%.% 9.% 9.%.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.%.%.%.%.%.%.%.%.%.9% 9.9%.%.9%.%.%.%.%.%.%.%.%.%.99%.9%.%.% 9.%.%.% 9.%.% 9.%.%.9% 9.9%.9%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.99%.9%.9% Weekly National NHS Sitrep - % Calls Answered in Seconds Weekly National NHS Sitrep - % Calls Abandoned % % 9% % % % % % % % % % % -Dec- -Dec- -Dec- -Dec- -Jan- -Jan- -Jan- -Jan- 9-Jan- -Feb- -Feb- 9-Feb- -Feb- % -Dec- -Dec- -Dec- -Dec- -Jan- -Jan- -Jan- -Jan- 9-Jan- -Feb- -Feb- 9-Feb- -Feb- National Average Dorset Highest Lowest National Average Dorset Highest Lowest NHS KPI Benchmarking - Weekly Sitrep Data - % of Calls Answered or Dealt with by a Clinician Percentage of Call Backs Offered - National Average Percentage of Call Backs Offered - Dorset Percentage of Call Backs Offered - National Highest Percentage of Call Backs Offered - National Lowest NHS KPI Benchmarking - Weekly Sitrep Data - Call Backs in Minutes Percentage of Call Backs in Minutes - National Average Percentage of Call Backs in Minutes - Dorset Percentage of Call Backs in Minutes - National Highest Percentage of Call Backs in Minutes - National Lowest.% 9.% 9.9% 9.% 9.% 9.% 9.% 9.%.%.9%.%.%.%.9%.%.%.%.%.%.%.%.9%.%.9%.%.%.%.%.%.% 9.99%.%.%.% 9.%.9%.%.%.% 9.%.%.%.%.%.%.%.%.%.%.%.%.% 9.%.9%.%.%.9%.%.9%.9%.%.% 9.%.%.9% 9.% 9.%.%.%.%.%.9%.%.%.9%.%.%.9%.%.% 9.%.%.%.%.%.%.9% 9.%.%.%.%.%.%.% 9.%.%.% 9.%.9% 9.%.%.%.%.%.%.% 9.%.% Weekly National NHS Sitrep - % of Calls Answered or Dealt with by a Clinician Weekly National NHS Sitrep - % of Call Backs in Minutes % 9% % % % % % % % % % % % % % % % % -Dec- -Dec- -Dec- -Dec- -Jan- -Jan- -Jan- -Jan- 9-Jan- -Feb- -Feb- 9-Feb- -Feb- % -Dec- -Dec- -Dec- -Dec- -Jan- -Jan- -Jan- -Jan- 9-Jan- -Feb- -Feb- 9-Feb- -Feb- National Average Dorset Highest Lowest National Average Dorset Highest Lowest Integrated Corporate Performance Report

37 Tiverton Urgent Care Centre Tiverton Urgent Care Centre Activity - Actual / Tiverton Urgent Care Centre Activity - Actual / Tiverton Urgent Care Centre Activity - Contract Baseline / Percentage Actual vs Contract - Tiverton Urgent Care Centre Activity Target/ KPI YTD,9,,,,,,,9,,,,,9,,,,,,,,,,,9,,,,,,9,9,,,,,,, -.% -.%.9% -.%.% -.% -.% -.% -.% -.% -.9% -.%,,,, Tiverton Urgent Care Centre Activity,,,,,,,,,,9, Actual / Actual / Contract / Tiverton Urgent Care Centre Tiverton UCC - Number of Cases / Tiverton UCC - Number of Patients Seen within Hours / Tiverton UCC - % of Patients Seen within Hours / Tiverton UCC - Number of Cases / Tiverton UCC - Number of Patients Triaged within Minutes / Target/ KPI YTD,,,,,,,,,,,,,,,,,9,,,,,,9, 9.% 99.% 99.% 99.9% 99.% 99.% 99.% 99.% 99.% 99.% 99.% 99.% 99.%,9,,,,,,,,,,,,,9,9,,,,,9,,,, Tiverton UCC - % of Patients Triaged within Minutes / 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% Tiverton Urgent Care Centre - % of Patients Seen Within Hours /,.% Tiverton Urgent Care Centre - % of Patients Seen Within Hours /, 9.%, 9.%, 9.%.%.%.%.%, 9.%.%.%.%.%,.%.%.%.% Tiverton UCC - Number of Cases / Tiverton UCC - % of Patients Seen within Hours / Target Tiverton UCC - Number of Cases / Tiverton UCC - % of Patients Triaged within Minutes / Target Integrated Corporate Performance Report

38 Staff Metrics - Establishment and Staff Turnover Trust Summary- Staff Metrics Trust Total Establishment Support Services Establishment,,,,, Integrated Corporate Performance Report,, Trust Total Establishment - Funded WTE Trust Total Establishment - Actual WTE Support Services - Funded WTE Support Services - Actual WTE Trust Total Establishment - Actual WTE,.,.,.,.,.,.9,9.,9.,.,9.,9. Trust Total Establishment - Funded WTE,.9,.,99.,.,99.,.,.,.,.,99.,. Variance Vacancy % -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% Support Services - Actual WTE Support Services - Funded WTE Variance Vacancy %.9%.%.%.%.%.% -.% -.% -.% -.9% -.%.% Trust - Staff Turnover (exc Redundancies).%.%.%.%.%.%.%.%.9%.%.%.9%.9%.9%.%.%.%.%.%.%.% Turnover % (excl redundancies) Trust Total Staff Turnover Turnover % (excl redundancies).%.%.%.%.%.9%.%.%.9%.9%.9% Integrated Corporate Performance Report

39 A&E Operations Establishment A&E Operations - Lead Clinician Establishment A&E Operations - Support Clinician Establishment,9.,.,.,.,.,. 9.,.,..,..,.,..,.. Lead Clinician - Funded WTE Lead Clinician - Actual WTE Support Clinician - Funded WTE Support Clinician - Actual WTE Lead Clinician - Actual WTE,.,.9,9.,9.,.,.,.,.,.,.9,. Lead Clinician - Funded WTE,.,.,.,.,.,.,.,.,.,9.,9. Variance Vacancy % -.9% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% Support Clinician - Actual WTE ,. Support Clinician - Funded WTE,9.,9., Variance Vacancy % -.% -.% -.% -.% -.% -.%.%.% -.%.%.% Total A&E Operations Establishment - Actual WTE,.9,.,.,.,.,99.,.,.,9.,9.,. Total A&E Operations Establishment - Funded WTE,.,.,.,.,.,.,.,.,.,.,. Variance Vacancy % -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% A&E Operations - Lead Clinician Turnover A&E Operations - Support Clinician Turnover.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% 9.9%.%.%.%.% 9.%.% 9.% 9.%.9%.9% 9.99%.%.9%.9%.%.%.%.%.%.%.%.%.%.%.% Turnover % (Lead Clinician) Turnover % (Support Clinician) A&E Operations - Turnover Turnover % (excl redundancies).% 9.% 9.9%.%.%.%.9%.%.%.%.9% Turnover % (Lead Clinician).%.%.%.%.%.%.%.%.%.% 9.9% Turnover % (Support Clinician) 9.%.% 9.% 9.%.9%.9% 9.99%.%.9%.9%.% Integrated Corporate Performance Report 9

40 A&E Clinical Hub Establishment A&E Clinical Hub - Clinician Establishment A&E Clinical Hub - Total Establishment Clinician - Funded WTE Clinician- Actual WTE Total A&E Clinical Hub Establishment - Funded WTE Total A&E Clinical Hub Establishment - Actual WTE Clinician- Actual WTE Clinician - Funded WTE Variance Vacancy % -.% -.9% -9.% -.% -.% -.% -.9% -.% -.% -.9% -9.% Total A&E Clinical Hub Establishment - Actual WTE Total A&E Clinical Hub Establishment - Funded WTE Total Variance Vacancy % -.% -.% -.% -.% -.% -.9%.% -.9% -.% -.% -.% A&E Clinical Hub - Staff Turnover (exc Redundancies).%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% Turnover % (excl redundancies) A&E Clinical Hub - Turnover Turnover % (excl redundancies).%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report

41 UCS - Out of Hours Establishment UCS Out of Hours - Clinician Establishment UCS Out of Hours - Total Establishment UCS Out of Hours Clinician - Funded WTE UCS Out of Hours Clinician - Actual WTE Total UCS Out of Hours Establishment - Funded WTE Total UCS Out of Hours Establishment - Actual WTE UCS Out of Hours Clinician - Actual WTE UCS Out of Hours Clinician - Funded WTE Variance Vacancy % -9.% -.% -.% -.% -.% -.% -.% -9.% -.% -.% -9.% Total UCS Out of Hours Establishment - Actual WTE Total UCS Out of Hours Establishment - Funded WTE Variance Vacancy % -9.% -.% -.9% -.% -.% -.9% -.% -.9% -.% -.% -.% Out of Hours Service - Turnover (excl redundancies).% Out of Hours Service Staff Turnover (excl redundancies).%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% Turnover % (excl redundancies) UCS Out of Hours - Turnover Turnover % (excl redundancies).%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report

42 UCS - NHS Establishment NHS - Clinician Establishment NHS - Total Establishment NHS Clinician - Funded WTE NHS Clinician - Actual WTE Total NHS Establishment - Funded WTE Total NHS Establishment - Actual WTE NHS Clinician - Actual WTE NHS Clinician - Funded WTE Variance Vacancy % -.% -.% -.% -.9% -.% -.% -.% -.% 9.%.9%.9% Total NHS Establishment - Actual WTE Total NHS Establishment - Funded WTE Variance Vacancy %.% -.% -.% -.% -.% -.% -9.9% -.%.%.%.% NHS Service - Turnover (excl redundancies).% NHS Service Staff Turnover (excl redundancies).%.%.9%.%.9%.%.%.9%.%.%.%.99%.9%.%.%.%.%.%.%.% Turnover % (excl redundancies) NHS Service - Turnover Turnover % (excl redundancies).9%.%.9%.%.%.9%.%.%.%.99%.9% Integrated Corporate Performance Report

43 Staff Metrics - Operational 'On the Road' Establishment Forecast The Operational establishment position is also analysed based on the date when the staff become operationally available (ie when new staff become operationally active after initial training and induction periods) In order to produce this adjusted position a set of simple rules have been agreed between Operations and HR which are applied to the date that a new member of staff commences employment with the Trust: Lead Clinicians - weeks after their commencement date Support Clinicians - weeks after their commencement date Clinical Hub Call Takers - weeks after their commencment date Clinical Hub Clinicians - weeks after their commencement date The position detailed in the tables below are based on the forecast establishment positon at the time of the report. All of the figures below are based on the date the staff become operationally available. West Division West Division - Lead Clinician Establishment West Division - Support Clinician Establishment Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan-9 Feb-9 Mar-9 Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan-9 Feb-9 Mar-9 Lead Clinician - Actual 'On the Road' WTE Lead Clinician - Funded WTE Support Clinician - Actual 'On the Road' WTE Support Clinician - Funded WTE Actual WTE Forecast /9 Forecast WTE Based on Operational Assumptions Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan-9 Feb-9 Mar-9 Lead Clinician - Actual 'On the Road' WTE Lead Clinician - Funded WTE Variance Vacancy % -.9% -.% -.9% -.9% -.% -.% -.9% -.% -.% -.% -.%.%.%.%.9%.%.% -.% -.% -.9% -.% -.% -.%.% Support Clinician - Actual 'On the Road' WTE Support Clinician - Funded WTE Variance Vacancy %.%.%.% -.% -.9% -.% -.% -.% -.% -.% -.%.%.9%.%.%.9%.%.%.% -.%.%.9%.%.% Total A&E Operations Establishment - Actual 'On the Road' WTE Total A&E Operations Establishment - Funded WTE Variance Vacancy % -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.%.%.%.%.%.%.%.%.% -.%.% -.% -.%.% East Division East Division - Lead Clinician Establishment East Division - Support Clinician Establishment Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan-9 Feb-9 Mar-9 Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan-9 Feb-9 Mar-9 Lead Clinician - Actual 'On the Road' WTE Lead Clinician - Funded WTE Support Clinician - Actual 'On the Road' WTE Support Clinician - Funded WTE Actual WTE Forecast /9 Forecast WTE Based on Operational Assumptions Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan-9 Feb-9 Mar-9 Lead Clinician - Actual 'On the Road' WTE Lead Clinician - Funded WTE Variance Vacancy % -.9% -.% -.% -.% -.% -.9% -.9% -.% -.% -.% -.% -9.% -9.% -.% -.% -.% -.% -.9% -.9% -.% -.% -.%.% -.% Support Clinician - Actual 'On the Road' WTE Support Clinician - Funded WTE Variance Vacancy % 9.%.% 9.% -.9% -9.% -9.% -.9% -.% -.% -.% -.% -.% -.% -.%.%.%.%.%.% -.%.%.% -.%.% Total A&E Operations Establishment - Actual 'On the Road' WTE Total A&E Operations Establishment - Funded WTE Variance Vacancy % -.% -.% -.% -.% -.% -.9% -.9% -.% -.% -.9% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.%.% -.% -.% -.% Integrated Corporate Performance Report

44 North Division North Division - Lead Clinician Establishment North Division - Support Clinician Establishment Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan-9 Feb-9 Mar-9 Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan-9 Feb-9 Mar-9 Lead Clinician - Actual 'On the Road' WTE Lead Clinician - Funded WTE Support Clinician - Actual 'On the Road' WTE Support Clinician - Funded WTE Actual WTE Forecast /9 Forecast WTE Based on Operational Assumptions Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan-9 Feb-9 Mar-9 Lead Clinician - Actual 'On the Road' WTE Lead Clinician - Funded WTE Variance Vacancy % -.% -.% -.% -.% -.% -.9% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.9% -.% -.% -.% -.9% -.% -.% -.% Support Clinician - Actual 'On the Road' WTE Support Clinician - Funded WTE Variance Vacancy % -9.% -.% -.% -.% -.% -.% -.% -9.9% -.% -.% -.% -.%.%.%.9%.%.%.%.9% -.%.%.% -.%.% Total A&E Operations Establishment - Actual 'On the Road' WTE Total A&E Operations Establishment - Funded WTE Variance Vacancy % -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% The above tables show that for Lead Clinicians the only Division that achieves full establishment is the West Division in March based on the current forecast. The forecast contains some known risks - it is based on an assumption as to the number of new starters and an assumption that new starters previously profiled to join in the West Division will be able to be transferred to the East and North Division to fill vacant positions. The assumption is that Lead Clinicians can be re-directed from the West to East () and North () Divisions in September, October and November. Looking ahead to /9, the position remains largely unchanged through to October/November when the new graduates start to impact on the current vacancy gap. In total the Trust is forecasting 9.9 WTE Support Clinicians at the end of March against a funded establishment of 9. WTE (9.9 WTE vacancies), this position is forecast to improve through /9, with current forecast of. WTE above the funded establishment level by the end of March 9 based on the current planned courses and an allowance for staff attrition during this period. Clinical Hub Clinical Hub - Call Takers Establishment Clinical Hub - Clinician Establishment 9 Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan-9 Feb-9 Mar-9 Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan-9 Feb-9 Mar-9 Call Takers - Actual 'in The Room' WTE Call takers - Funded WTE Clinician - Actual 'In The Room' WTE Clinician - Funded WTE Actual WTE Forecast WTE /9 Forecast WTE Based on Operational Assumptions Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan-9 Feb-9 Mar-9 Call Takers - Actual 'in The Room' WTE Call takers - Funded WTE Variance Vacancy % -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.%.%.%.%.9%.%.%.%.% -.%.% Clinician - Actual 'In The Room' WTE Clinician - Funded WTE Variance Vacancy % -.% -.% -.% -.% -.% -.% -9.% -.% -.% -.9% -.% -9.% -.% -.%.%.%.%.%.9%.%.%.%.9%.% Following the successful recruitment and training of new Call Advisors improvements in Call Answering times have been seen from November onwards and further improvements are expected when the next group of new starters introduced in March. In order that establishment levels are maintained within the Clinical Hub the /9 training plan includes a course for new Call Advisors every month throughout /9. Clinical cover within the Clinical Hub is also subject to additional recruitment plans. In order to reach the funded establishment position more new starters need to be recruited.. Clinicians commence in March/April. A further candidates are due to be interviewed in March and a further applications are currently being reviewed for shortlisting. This has improved the Clinician forecast position to funded establishment levels by the end of June. Integrated Corporate Performance Report

45 Staff Metrics - Sickness Trust Total Sickness Abstraction % Support Services Sickness Abstraction % Trust Total Sickness % Support ServicesSickness %.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.9%.%.99%.%.9%.%.%.%.%.%.%.%.%.9% Integrated Corporate Performance.% Report.%.%.%.%.%.%.%.%.%.%.%.9%.9%.%.%.%.%.9%.9%.%.9%.%.%.%.%.9%.%.%.% Trust Total Long Term Sickness % Trust Total Short Term Sickness % Trust Total Sickness KPI Support Services Long Term Sickness % Support Services Short Term Sickness % Support Services Sickness KPI Trust Total Long Term Sickness %.%.%.%.%.%.%.9%.%.%.%.% Trust Total Short Term Sickness %.%.%.%.9%.9%.%.99%.%.%.%.9% Trust Total Sickness %.%.%.%.99%.9%.9%.9%.9%.9%.%.% Trust Total Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% Support Services Long Term Sickness %.9%.%.9%.%.%.%.%.9%.%.%.% Support Services Short Term Sickness %.%.%.%.9%.9%.%.%.9%.%.%.% Support Services Total Sickness %.9%.%.%.9%.%.%.%.%.%.%.% Support Services Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% A&E Operational Sickness Abstraction % A&E Clinical Hub Sickness Abstraction % A&E Operations Sickness % A&E Clinical Hub Sickness %.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.%.%.%.%.%.9%.%.%.%.9%.%.%.%.%.%.%.%.9%.%.%.%.99%.%.%.%.%.%.9%.%.9%.%.%.%.9%.9%.%.%.% A&E Operations Long Term Sickness % A&E Operations Short Term Sickness % A&E Sickness KPI A&E Clinical Hub Long Term Sickness % A&E Clinical Hub Short Term Sickness % A&E Sickness KPI A&E Operations A&E Operations Long Term Sickness %.%.%.%.%.%.%.%.%.%.%.9% A&E Operations Short Term Sickness %.%.%.%.%.%.%.9%.%.%.9%.% A&E Operations Total Sickness %.%.%.%.9%.99%.%.%.%.9%.%.% A&E Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% A&E Clinical Hub A&E Clinical Hub Long Term Sickness %.%.%.99%.%.%.9%.9%.%.%.9%.% A&E Clinical Hub Short Term Sickness %.%.9%.%.%.%.%.%.%.%.%.9% A&E Clinical Hub Total Sickness %.9%.9%.%.9%.%.%.9%.9% 9.%.%.% A&E Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report

46 UCS Out of Hours Sickness Abstraction % NHS Sickness Abstraction % UCS Out of Hours Sickness % NHS Sickness %.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.9%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.%.%.%.% UCS Out of Hours Long Term Sickness % UCS Out of Hours Short Term Sickness % UCS Out of Hours Sickness KPI NHS Service Long Term Sickness % NHS Service Short Term Sickness % NHS Service Sickness KPI UCS Out of Hours Service UCS Out of Hours Long Term Sickness %.%.%.9%.9%.%.%.%.%.%.%.% UCS Out of Hours Short Term Sickness %.%.%.%.%.%.%.%.%.%.%.% UCS Out of Hours Total Sickness %.9%.%.%.%.%.%.9%.%.%.9%.9% UCS Out of Hours Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% NHS Service NHS Service Long Term Sickness %.%.%.%.%.%.%.%.9%.%.%.% NHS Service Short Term Sickness %.%.%.%.%.%.%.9%.%.%.%.% NHS Service Total Sickness %.%.9%.%.9%.9%.%.%.%.9%.% 9.% NHS Service Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report

47 Staff Metrics - Staff Appraisal Completion % Trust Total Appraisals Completed % Support Services Appraisals Completed %.%.% 9.% 9.%.%.%.%.%.%.%.%.%.%.%.% 9.%.% 9.% 9.9% 9.%.%.% Integrated.% Corporate Performance Report 9.% 9.%.%.%.%.%.%.%.%.%.%.%.% 9.% 9.% 9.% 9.%.%.%.%.% Trust Total % Appraisals Completed Appraisals Completion KPI Support Services % Appraisals Completed Appraisals Completion KPI Trust Total % Appraisals Completed.% 9.%.%.%.%.% 9.% 9.% 9.9% 9.% 9.% Support Services % Appraisals Completed.%.%.%.%.%.%.% 9.% 9.% 9.% 9.% Appraisals Completion KPI.%.%.%.%.%.%.%.%.%.%.%.% A&E Operations - Appraisals Completed % A&E Clinical Hub - Appraisals Completed %.%.% 9.% 9.%.%.%.%.%.%.%.%.%.%.%.%.%.% 9.%.%.% 9.9% 9.% 9.9% 9.%.%.%.%.9%.%.%.%.%.%.%.%.%.% 9.%.%.%.%.%.%.% A&E Operations % Appraisals Completed Appraisals Completion KPI A&E Clinical Hub % Appraisals Completed Appraisals Completion KPI A&E Operations % Appraisals Completed.%.%.%.% 9.%.%.% 9.9% 9.% 9.9% 9.% A&E Clinical Hub % Appraisals Completed.9%.%.%.%.%.%.%.%.%.% 9.% Appraisals Completion KPI.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report

48 UCS Out of Hours - Appraisals Completed % NHS - Appraisals Completed %.%.% 9.% 9.%.%.%.%.%.%.%.%.% 9.9% 9.% 9.%.%.%.% 9.% 9.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9% 9.%.%.%.%.%.% UCS Out of Hours % Appraisals Completed Appraisals Completion KPI NHS Service % Appraisals Completed Appraisals Completion KPI UCS Out of Hours % Appraisals Completed.%.%.%.%.%.%.% 9.9% 9.% 9.%.% NHS Service % Appraisals Completed.%.%.%.%.9% 9.%.% 9.% 9.%.%.% Appraisals Completion KPI.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report

49 A&E Service Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Reported 9 Of the Adverse Incidents Reported: Number of Adverse Incidents Reported Relating to the Trust 9 Number of Adverse Incidents Reported Relating to external services Number of Adverse Incidents Closed 9 9 Number of Adverse Incidents Currently Under Investigation (as of last day of month),,,,9 9 9 Central Alert System (CAS) received Central Alert System Warnings (outside deadline) 9 Number of Adverse Incidents Reported 9 Integrated Corporate Performance Report,,, Number of Adverse Incidents Outstanding,,,,9 9 9 Central Alert System (CAS) 9 Number of Adverse Incidents Reported Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Currently Under Investigation (as of last day of month) Central Alert System (CAS) received Central Alert System Warnings (outside deadline) Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Investigated and Presented to Panel Serious Incidents Currently Under Investigation Never Events' Identified in Month (included in Serious Incidents figure above) Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents closed in the month which were investigated within working days Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Serious and Moderate Incidents where feedback has been completed within deadline, in accordance with Duty of Candour % % % % % % n/a n/a % % % n/a n/a n/a % % % n/a % n/a n/a n/a % % 9% % % % % % % % % % 9% % % % 9% % % % % % % 9% % % % % % % % % % of Serious Incidents % Completed % Within Working Days % % % % 9 Number of Serious Incidents Identified in Month Number of Serious Incidents Currently Under Investigation % % % % % Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Currently Under Investigation Number of Moderate Incidents Confirmed in Month Number of Moderate Incidents Under Investigation % % of Moderate Incidents Where Contact is Made in % % Accordance with Duty of Candour % % of Closed Moderate Incidents Investigated Within % Working Days 9% % % % % % % % % % % % % % % % % 9% % 9% % % % % % % % % % % % % % % % Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Moderate Incidents closed in the month which were investigated within working days Integrated Corporate Performance Report 9

50 A&E Service Number of Ombudsman referrals upheld Number of Complaints Reported Number of Complaints Closed (resolved with the Complainant and all investigations completed) Number of Complaints Resolved (with the Complainant but internal investigation ongoing) Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Total PALS Reported 9 9 Total PALS Closed 9 Total PALS Currently ongoing Compliments Received Number of Complaints Reported Number of Complaints Outstanding 9 9 Number of Complaints Where The Complainant is Awaiting Feedback Number of Complaints Reported Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. 9 Number of PALS Reported 9 9 Number of PALS Outstanding Number of Compliments Received Total PALS Reported Total PALS Currently ongoing Compliments Received Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Closed (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Safeguarding Referrals - it is a statutory duty for all organisations that work with children or vulnerable adults to share information, in a timely manner when abuse or neglect is identified or suspected. Any staff member who has a concern about a vulnerable child or adult will complete a safeguarding referral that is submitted to the SWASFT safeguarding hub. This referral is then triaged and sent out to the relevant agency according to need i.e adult or child social services, GP, Fire, Police, CQC, Named Nurse etc. Number of Safeguarding Referrals 9, 9, 9 99,,,, 9 Number of Security Incidents Reported 99 9 Number of Security Incidents Under Investigation,, 9, 9 Number of Safeguarding Referrals,, 99,, 9, 9 Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) The above figures can change on a daily basis as Complaints, Adverse Incidents and Serious Incidents are often recoded depending on the level of harm caused. Adverse Incidents, Moderate Incidents and Complaints can be deemed a Serious Incident and then downgraded to their original status, some complaints and plaudits get logged after the report is generated depending on where they are receive in the Trust. Integrated Corporate Performance Report Number of Safeguarding Referrals

51 Out of Hours Service Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Reported Of the Adverse Incidents Reported: Number of Adverse Incidents Reported Relating to the Trust 9 9 Number of Adverse Incidents Reported Relating to external services Number of Adverse Incidents Closed 9 Number of Adverse Incidents Currently Under Investigation (as of last day of month) Number of Adverse Incidents Reported Number of Adverse Incidents Outstanding Number of Adverse Incidents Reported Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Currently Under Investigation (as of last day of month) Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Investigated and Presented to Panel Serious Incidents Currently Under Investigation Never Events' Identified in Month (included in Serious Incidents figure above) Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents closed in the month which were investigated within working days Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Serious and Moderate Incidents where feedback has been completed within deadline, in accordance with Duty of Candour n/a % n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a % n/a % n/a n/a n/a n/a n/a n/a % % of Serious Incidents Completed Within Working Days % Number of Serious Incidents Identified in Month Number of Serious Incidents Currently Under Investigation 9% % % % % % % % % % % % % % % % % % % Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Currently Under Investigation Number of Moderate Incidents Confirmed in Month Number of Moderate Incidents Under Investigation % % of Moderate Incidents Where Contact is Made in Accordance with Duty of Candour % % of Closed Moderate Incidents Investigated Within Working Days 9% 9% % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Moderate Incidents closed in the month which were investigated within working days Integrated Corporate Performance Report

52 Out of Hours Service Number of Ombudsman referrals upheld Number of Complaints Reported Number of Complaints Closed (resolved with the Complainant and all investigations completed) Number of Complaints Resolved (with the Complainant but internal investigation ongoing) Number of Complaints Open (not resolved with the complainant and currently under investigation) 9 Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Total PALS Reported Total PALS Closed Total PALS Currently ongoing Compliments Received Number of Complaints Reported Number of Complaints Outstanding 9 Number of Complaints Where The Complainant is Awaiting Feedback Number of Complaints Reported Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Number of PALS Reported Number of PALS Outstanding Number of Compliments Received 9 Total PALS Reported Total PALS Currently ongoing Compliments Received Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Closed (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Safeguarding Referrals - it is a statutory duty for all organisations that work with children or vulnerable adults to share information, in a timely manner when abuse or neglect is identified or suspected. Any staff member who has a concern about a vulnerable child or adult will complete a safeguarding referral that is submitted to the SWASFT safeguarding hub. This referral is then triaged and sent out to the relevant agency according to need i.e adult or child social services, GP, Fire, Police, CQC, Named Nurse etc. Number of Safeguarding Referrals Number of Security Incidents Reported Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Under Investigation The above figures can change on a daily basis as Complaints, Adverse Incidents and Serious Incidents are often recoded depending on the level of harm caused. Adverse Incidents, Moderate Incidents and Complaints can be deemed a Serious Incident and then downgraded to their original status, some complaints and plaudits get logged after the report is generated depending on where they are receive in the Trust. Integrated Corporate Performance Report Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) 9 Number of Safeguarding Referrals Number of Safeguarding Referrals

53 NHS Service Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Reported Of the Adverse Incidents Reported: Number of Adverse Incidents Reported Relating to the Trust 9 Number of Adverse Incidents Reported Relating to external services Number of Adverse Incidents Closed 9 9 Number of Adverse Incidents Currently Under Investigation (as of last day of month) 9 9 Number of Adverse Incidents Reported Number of Adverse Incidents Outstanding 9 9 Number of Adverse Incidents Reported Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Currently Under Investigation (as of last day of month) Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Investigated and Presented to Panel Serious Incidents Currently Under Investigation Never Events' Identified in Month (included in Serious Incidents figure above) Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents closed in the month which were investigated within working days Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Serious and Moderate Incidents where feedback has been completed within deadline, in accordance with Duty of Candour n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a % % % % % % n/a % n/a % n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a % n/a n/a n/a n/a n/a % of Serious Incidents Completed Within Working Days Number of Serious Incidents Identified in Month Number of Serious Incidents Currently Under Investigation % 9% % % % % % % % % % % % % % Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Currently Under Investigation Number of Moderate Incidents Confirmed in Month Number of Moderate Incidents Under Investigation % % of Moderate Incidents Where Contact is Made in Accordance with Duty of Candour % % of Closed Moderate Incidents Investigated Within Working Days 9% 9% % % % % % % % % % % % % % % % % % % % % % % % % % % % Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Moderate Incidents closed in the month which were investigated within working days Integrated Corporate Performance Report

54 NHS Service Number of Ombudsman referrals upheld Number of Complaints Reported Number of Complaints Closed (resolved with the Complainant and all investigations completed) Number of Complaints Resolved (with the Complainant but internal investigation ongoing) Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Total PALS Reported Total PALS Closed Total PALS Currently ongoing Compliments Received Number of Complaints Reported 9 Number of Complaints Outstanding Number of Complaints Where The Complainant is Awaiting Feedback Number of Complaints Reported Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Number of PALS Reported Number of PALS Outstanding Number of Compliments Received 9 Total PALS Reported Total PALS Currently ongoing Compliments Received Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Closed (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) 9 Safeguarding Referrals - it is a statutory duty for all organisations that work with children or vulnerable adults to share information, in a timely manner when abuse or neglect is identified or suspected. Any staff member who has a concern about a vulnerable child or adult will complete a safeguarding referral that is submitted to the SWASFT safeguarding hub. This referral is then triaged and sent out to the relevant agency according to need i.e adult or child social services, GP, Fire, Police, CQC, Named Nurse etc. Number of Safeguarding Referrals Number of Security Incidents Reported Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) 9 9 Number of Security Incidents Under Investigation Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) 9 The above figures can change on a daily basis as Complaints, Adverse Incidents and Serious Incidents are often recoded depending on the level of harm caused. Adverse Incidents, Moderate Incidents and Complaints can be deemed a Serious Incident and then downgraded to their original status, some complaints and plaudits get logged after the report is generated depending on where they are receive in the Trust. Integrated Corporate Performance Report Number of Safeguarding Referrals Number of Safeguarding Referrals 9

55 Tiverton Urgent Care Centre Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Reported Number of Adverse Incidents Reported Relating to the Trust Number of Adverse Incidents Reported Relating to external services Number of Adverse Incidents Closed Number of Adverse Incidents Currently Under Investigation (as of last day of month) 9 9 Number of Adverse Incidents Reported 9 9 Number of Adverse Incidents Outstanding Number of Adverse Incidents Reported Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Currently Under Investigation (as of last day of month) Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Investigated and Presented to Panel Serious Incidents Currently Under Investigation Never Events' Identified in Month (included in Serious Incidents figure above) Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents closed in the month which were investigated within working days Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Serious and Moderate Incidents where feedback has been completed within deadline, in accordance with Duty of Candour n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a % of Serious Incidents Completed Within Working Days Number of Serious Incidents Identified in Month Number of Serious Incidents Currently Under Investigation % 9% % % % % % % % % % Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Currently Under Investigation Number of Moderate Incidents Confirmed in Month Number of Moderate Incidents Under Investigation % % of Moderate Incidents Where Contact is Made in Accordance with Duty of Candour % % of Closed Moderate Incidents Investigated Within Working Days 9% 9% % % % % % % % % % % % % % % % % % % Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Moderate Incidents closed in the month which were investigated within working days Integrated Corporate Performance Report

56 Tiverton Urgent Care Centre Number of Ombudsman referrals upheld Number of Complaints Reported Number of Complaints Closed (resolved with the Complainant and all investigations completed) Number of Complaints Resolved (with the Complainant but internal investigation ongoing) Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Total PALS Reported Total PALS Closed Total PALS Currently ongoing Compliments Received Number of Complaints Reported Number of Complaints Outstanding Number of Complaints Where The Complainant is Awaiting Feedback Number of Complaints Reported Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Number of PALS Reported Number of PALS Outstanding Number of Compliments Received 9 Total PALS Reported Total PALS Currently ongoing Compliments Received Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Closed (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Safeguarding Referrals - it is a statutory duty for all organisations that work with children or vulnerable adults to share information, in a timely manner when abuse or neglect is identified or suspected. Any staff member who has a concern about a vulnerable child or adult will complete a safeguarding referral that is submitted to the SWASFT safeguarding hub. This referral is then triaged and sent out to the relevant agency according to need i.e adult or child social services, GP, Fire, Police, CQC, Named Nurse etc. Number of Safeguarding Referrals Number of Security Incidents Reported Number of Security Incidents Under Investigation Number of Safeguarding Referrals Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Safeguarding Referrals The above figures can change on a daily basis as Complaints, Adverse Incidents and Serious Incidents are often recoded depending on the level of harm caused. Adverse Incidents, Moderate Incidents and Complaints can be deemed a Serious Incident and then downgraded to their original status, some complaints and plaudits get logged after the report is generated depending on where they are receive in the Trust. Integrated Corporate Performance Report